AI is everywhere in 2025, but most businesses still don’t know how to actually implement it for real results. That’s where today’s guest, Kristi Perdue, comes in. As the CEO of AlterBridge Strategies and a Certified Chief AI Officer, Kristi helps executives bridge the gap between AI hype and actual execution.
In this episode, Kristi shares why AI isn’t just a tech tool but a strategic business partner, how to avoid the biggest AI mistakes, and how to use AI to drive business growth—without replacing human expertise. If you’re looking for real-world AI strategies that can give your business a competitive edge, this episode is a must-listen.
💡 What You'll Take Away For YOUR Business
🚀 Why AI isn’t just a tool—it’s a strategic shift for your business
🤖 How to use AI as a collaborative partner, not just an assistant
⚡ The #1 mistake businesses make when rolling out AI (and how to avoid it)
💡 Why AI is NOT a replacement for people—but a way to enhance expertise
🛠️ How to use AI for strategic decision-making, not just productivity hacks
💼 What a Chief AI Officer does—and how your business can benefit from one
📝 About Kristi Perdue
With 30 years in B2B high tech, former CMO, and certified Chief AI Officer (CAIO), Kristi Perdue leads AlterBridge Strategies in empowering clients to embed AI as a strategic, collaborative partner. Specializing in Gen AI enablement and governance, she guides companies to unlock growth while ensuring responsible, ethical AI practices. Known for her people-first approach, Kristi fosters an AI-mindset that drives measurable impact and keeps businesses ahead of the competition. Her deep expertise in AI strategy and governance helps leaders harness AI’s full potential - safely and effectively - for transformative results.
🎯 Kristi’s BEST Piece of Advice for Wantrepreneurs and Entrepreneurs
“Just do it. Don’t wait. If you have a passion, jump.”
Kristi’s own entrepreneurial journey was sparked by a major wake-up call—after a cerebral aneurysm and a serious back injury, she realized she needed to take control of her future. Her advice? Stop overthinking and take action.
💡 Key Takeaways from Kristi's Advice:
✔ Entrepreneurship is about action, not just ideas—start NOW
✔ You don’t need permission—go after what excites you
✔ Your journey will evolve, but the most important step is the first one
📢 Memorable Quotes
💬 “AI isn’t just another tool—it’s a strategic shift that business leaders need to rethink from the ground up.” – Kristi Perdue
💬 “Throw AI at a bad process, and it stays bad. AI is only as good as the system you put it into.” – Kristi Perdue
💬 “Your expertise is what makes AI work for you—not the other way around.” – Kristi Perdue
💡 Actionable Takeaways
✅ Rethink how your business can use AI beyond simple automations
✅ View AI as a strategic partner—use it to enhance your expertise, not replace it
✅ Don’t rush into AI—align your leadership team first
✅ Test AI-driven decision-making with role-playing & simulations before full adoption
✅ Stay ahead of AI trends—because businesses that ignore it will get left behind
🔗 Links & Resources
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey, what is up?
Welcome to this episode of theWantrepreneur to Entrepreneur
podcast.
As always, I'm your host, BrianLofermento, and I know that
everybody wants to talk about AIthis year.
There's a million differentways that we could be using it,
maybe that we should be using it.
There's a million questionsthat we all have, and that's why
we have found an incredibleguest and fellow entrepreneur
(00:21):
for today's episode to walk usthrough all these considerations
.
Because if you know that AIshould be one of the power
forces and powerhouses indriving your business forward,
well, today's guest is reallygoing to shed a lot of light on
that.
So let me introduce you to her.
Her name is Christy Perdue.
Joining us is Christy, who is apowerhouse in AI strategy and
business transformation, withover 30 years in global B2B
(00:45):
software and a track record ofdriving real results.
She's the CEO of AlterBridgeStrategies, where she helps
leadership teams embed AI as astrategic collaborative partner.
That's a key word.
We're definitely going to talkabout that today.
Not just another tech tool.
She's a certified chief AIofficer.
She's an expert in AIgovernance, compliance and
(01:07):
enablement.
Christy, through all of thatwork, helps to cut through the
AI hype.
Yes, AI is a bit of a hypetrain here in 2025 to deliver
measurable impact.
She's worked with everyone fromprivate equity-backed startups
to public enterprise giants,helping executives bridge the
gap between AI ambition, whichwe all have, and actual
execution, which is theimportant stuff.
(01:29):
Known for her no-nonsense,get-stuff-done approach, Christy
is here to break down what AIcan really do for your business.
She's also working on a bookwhich I'm so excited to hear
about that, so I'm not going tosay anything else.
Let's dive straight into myinterview with Christy Perdue.
Else, let's dive straight intomy interview with Christy Perdue
.
All right, Christy, I am sovery excited that you're here
with us today.
(01:49):
First things first, welcome tothe show.
Thanks, thanks for having me,christy, I will say, in this
evolving world, there's not manypeople who have made sense of
the entire AI landscape.
You've obviously worked behindthe scenes in a lot of business
settings as well as at theforefront of AI, so take us
beyond the bio.
Who's Christy?
How did you get to this placewhere you are today?
Speaker 2 (02:12):
Yeah, well, it's been quite a journey, that's for
sure.
I have been, as you said,working in this industry for in
the software industry, for over30 years, and that working in
every position, it seems, fromstarting in development
(02:36):
management, working through toproduct marketing, to product
management, to strategictechnologies and partner
management, and then all the wayup in settling into product
marketing and then working upthrough that to CMO.
(02:57):
And in all of those positions Ialways had a direct line into
the C-level, it seemed, forwhatever reason, but working
through different levels ofcompany sizes, whether it was
working for CA or working for aseven-person startup, and what I
(03:21):
experienced along the way wasalways having to be the person
either working on the thingsthat nobody else wanted to, or
being the person trying to aligneveryone, and that, along with
getting introduced to AI,probably around 2010 when I was
(03:42):
working for a company calledAutonomy, and that I was always
kind of the geeky.
I always loved the technology.
It always got me all excited asfar as impassioned about what I
was doing with my job.
So I really loved thetechnology there.
I love the technology there,and once I continued moving on
(04:12):
and was working on informationgovernance at that time.
And then I got reintroducedwhen it came to working at a few
more companies this pastprobably, I would say seven to
eight years or so to eight yearsor so for a couple other AI
technology companies that notworking on Gen AI by any means,
(04:32):
but they were working on ITsolutions for risk modeling, for
risk detection, for anomalydetection more AI ops, you might
say, but really using machinelearning in various different
ways.
So when Gen AI came out, I wasvery excited because it actually
(04:56):
, as a CMO or a marketing leader, gave me a way, just like with
Mini, it was accessible, I couldget my hands on it.
I could start really trying tosee what I could do with it,
versus it being always the datascientists and I'm talking about
how they could use it.
So it took me maybe a coupleweeks of playing with it to
(05:22):
really start realizing the powerand really start also realizing
that my worlds were kind ofcolliding of what I had been
doing for many, many yearsbefore with information
management, informationgovernance, privacy, data
governance and the release ofGen AI, and what those two
(05:44):
worlds were going to mean, andmy head immediately started
spinning of saying, okay, thisis going to.
This month I'm finally, I'mactually going to see it in my
lifetime.
I'm going to see wherecompanies are going to have to
really, I'll say, belly up tothe bar and care about what they
(06:06):
are doing with their data,whether they're being compliant,
and not just do enough to makea check on a box.
So you know and that's what ledme to that and a couple other,
I would say, kicks in the buttfrom health reasons that made me
(06:27):
decide to go the entrepreneurroute of which has always been
in me, but the route to go anddo this on my own.
Speaker 1 (06:35):
Yeah, I love that overview, Christy, especially
because, I mean, you said thosewords that I've also been
thinking it.
I kind of I was a little bittoo young to really miss that
earliest internet wave and thatcompletely changed the world.
But here we are in 2025 andit's undoubtable.
Ai is already changing theworld and that is the next
revolution, and so I think we'reat this really interesting
(06:56):
moment in time where everybody'saware of the power of AI and
especially the powers to comefrom AI.
But what I really love aboutyour business is you so openly
acknowledge the fact that CEOseverywhere recognize it but
don't yet have that clarity onwhat to do with it and what to
do about it.
Talk to us about that chasmright now.
(07:17):
Where is that gap in peopleunderstanding it's a thing and
how the heck do we make sense ofit?
Speaker 2 (07:23):
and how the heck do we make sense of it?
Well, I think there's a lot ofconfusion in the market, and
it's not even just that.
There's a lot of hype andthere's a lot of that's coming
from the media, it's coming fromvendors, it's coming in all
different directions, but thisjust it's just not another tool.
(07:44):
It's you know.
I'll use Copilot as an example.
Microsoft release anotherproduct.
Great, let's, let's roll it out.
It didn't end up the same way.
A lot of co-pilotimplementations are sitting in
stall mode right now.
(08:04):
Many have rolled out, but thefact is that AI isn't just a
tool.
It's a whole new way of doingbusiness.
It's a whole differenttechnology.
That should make every C-levelCEO owner step back and rethink
(08:28):
how they want to do business,because of what it enables.
It enables and when, and Ithink for many, number one.
It scares them of.
What does this mean?
And if I don't have fullunderstanding, I don't want to
(08:51):
yet make some of those decisions, and they're so busy already.
How can I take this on?
I'm just going to throw it toIT.
It's an IT thing, it's atechnology, it's a tool.
They'll figure it out, but ittakes more than IT to do this,
because this is the ultimatepeople process technology.
This is a people thing down tothe core.
(09:14):
It is fear.
It's is a people thing down tothe core.
It is fear.
I want to say rejection isprobably not the right word, but
people want to run away from itmore than they want to embrace
it until they understand it.
When they understand it, it'sgoing to be that you can't deal
without it.
You fall in love.
You want to do more with AI,but you have to understand how
(09:39):
to communicate around it.
You have to understand how youremployees are going to react.
There's a lot of fear aroundjob loss.
What does this mean to me?
Communication is going to behuge, going to be huge.
(10:02):
That's not IT's job typically.
So there's a misconceptionthere that this is just another
IT tool or another tool ingeneral.
It's also.
You know, we understand thetech side, but then the process
side.
Ai is also one of those thingsthat it's an enabler.
You throw AI at a good process,it's going to make it sing.
(10:26):
You throw AI at a processthat's already bad, it's going
to keep it bad.
This is the time that you haveto re-engineer your processes.
You have to really look at themand go through the process
mining to understand where thebottlenecks are, to understand
(10:48):
where things break down, andlook at them and say, okay, how
should this work?
Look at them and say, okay, howshould this work.
That's where AI can come in andthen even enhance it further.
And sometimes AI is not eventhe answer.
Sometimes it's just automation.
Good old automation has nothingto do with AI.
Those are big things.
(11:11):
So it's not just about rollingout a technology or an upgrade
or a new version of MicrosoftWord.
It's bigger than just one ofthose you know everyday tasks
that you roll out.
Strategic initiative thatC-levels, owners, et cetera need
(11:44):
to give its due when planningto roll out AI.
Speaker 1 (11:45):
Yeah, christy, one thing I really appreciate about
voices like yours in this spaceis the fact that we're not just
talking about how to use AI, andit's so clear in the way you
talk about it.
You emphasize so much that it'snot just a technological tool,
and we're definitely going totalk about that in a few minutes
.
But what I really appreciate isyou talk about the
considerations, the strategicside of it, the business
(12:06):
intelligence side of it, thebusiness direction side of it.
Obviously, you work with a lotof C-level executives, so you
have a really deep appreciationfor that approach.
But you bring up something thatthe media loves harping on
right now, which is thepotential for job loss, the
potential for less humanworkforce needed in various
industries.
Is that something from yourperspective, working with these
(12:28):
C-level executives?
Is that something that we setfrom the top and we're the ones
that dictate?
No, this is going to besomething that adds on to what
we're able to do, kind of likehow you talked about.
Good processes are actuallyfurther enhanced through the use
of AI.
Is this something that is anobligation of the sea level
executives?
Is that a directive that comesfrom the top?
(12:49):
How the heck do we navigatethese waters?
Because you're right, these arehuge real world matters and
implications.
Speaker 2 (12:56):
Yeah, absolutely, I think it does.
It is a responsibility of thesea level and you know there's.
The people that you let go outthe door are the exact people
and the expertise that you needto re-engineer the processes.
They're the ones that do thedaily work.
(13:17):
They're the ones that theprocesses, they're the ones that
do the daily work.
They're the ones thatunderstand it.
They're the ones that have theexpertise and the knowledge that
needs to partner with AI inorder to get the rewards that
you're trying to get out of AI,the things that you want to
leverage, the game-changingresults that you're trying to
(13:37):
get out of AI, the things thatyou want to leverage, the game
changing results that you'relooking for.
Ai isn't built to just takeover, and I think there's a
misconception there.
I think a lot of the companiesthat have unfortunately laid off
a lot of you know, thousands ofpeople because AI they're
(13:59):
bringing in AI will regrettably,see I'm trying to think of the
right word regret that becausethey've let all of their
expertise go out the door.
That is needed to train AI.
It's needed to work with AI,it's needed to process mine and
(14:26):
redo the processes that arenecessary.
I think that decision isabsolutely a responsibility of
the C-level At the top.
It's a strategic decision andit is the responsibility to
communicate that transparentlyto your employees of what you
plan on doing Now.
(14:46):
Sure, some roles are going tochange I mean they are and it's
your responsibility to be honestabout that and talk about how
you're going to either provideupskilling or a job transition.
But you need to make thatdecision.
To me, this is a human in theloop is always necessary.
(15:10):
You need to provide AI guidancebecause it's never going to be
100% absolute and right, atleast right now, at least in the
near future.
It's not going to be areplacement and those that made
(15:32):
that early decision to lay offpeople there's very few use
cases that I know of that.
That would be the rightdecision.
Speaker 1 (15:43):
Yeah, for sure.
I think we even see it asconsumers.
So many companies think, ooh,ai, customer support agents, but
of course, none of us reallyenjoy those.
I've seen Amazon, maybe, is oneof the companies that's doing
it in a somewhat decent way,where they can just issue an
automatic refund for all thoseproducts that we don't enjoy
that we buy.
But there's very few instanceswhere it is so clear and dry and
(16:05):
I think that that human elementis so important, which is why I
appreciate your approach somuch and that's why I really I
want to talk about thatimportant distinction that you
consistently make in the waythat your business communicates
this stuff to the world, in theway that you communicate it, and
that is a collaborative partnerversus a tool, a mere tech tool
.
Because, christy, I will say,as the host of this show, I
(16:25):
interact with a lot ofentrepreneurs and too many
people just view AI as I'm goingto prompt it.
I'm just going to tell it.
You know, give me social mediacontent, create blog content, do
these things for me, me.
That's not a collaborativepartner, that is just prompting
a tool to spit something out inreturn to us.
Speaker 2 (16:42):
Talk to us about that distinction you make
collaborative partner versusthat tech tool yeah, um, it's
interesting because most peoplesee ai as a tactical game, a way
to gain tactical um, I don'tknow for tactical efficiencies.
(17:04):
Let's put it that way.
They use it as a a pseudointern, let's say, and it's
exactly the way that you put it.
They use it for to help forsocial media and help help me
write this email.
And okay, that's, that's fine,it has its purpose there and,
(17:25):
and by all means, use it thatway If you, if you want to,
you're leaving so much on thetable.
The real game, changing aspectsof gen ai and that's what we're
talking about here is reallyunderstanding how to communicate
(17:47):
with it.
And it does come down to prompttechniques to use when you're
prompting and when I say, youknow, make it a strategic
collaborative partner.
This comes down to okay,instead of thinking of it as an
(18:12):
intern, let me challenge you tothink of it as an executive
coach.
Challenge you to think of it asan executive coach.
How does that change yourmindset and the type of
discussions or promptingsessions that you might have
with it?
It should immediately startgoing okay, so that means I
(18:37):
should be able to talk to itabout strategy.
That means I should be able totalk to it about marketing plans
.
That means I should be able totalk to it about how do I fix
this big problem that I have ifI'm talking to it as an
executive coach.
But then how do I do that?
(18:57):
And that's where these othertechniques come in and that's
where the importance of actuallylearning the techniques and
getting them down comes in.
There are techniques such asrole playing, which people talk
about, but actually learning howto really do it, persona
(19:20):
building, which isn't you know,hey, act as a marketing
copywriter.
That's not what I'm talkingabout.
I'm talking about building outpersonas of your actual board
members so that you can actuallyrun things by a pseudo of your
(19:42):
board, so that you're prepared,or build a persona of one of
your biggest clients, so thatyou can role play with your
client before you actually gowork with your actual client
client, before you actually gowork with your actual client.
Having ChatGDP interview you andthere's a technique to doing
(20:11):
that, to extract your knowledgeout.
There's a thing as far asbringing you know.
You get a different kind ofreaction to this sometimes when
you're talking to someone, butyou know, if you and I were
sitting here trying tocollaborate about something and
we're trying to work out thisbiggest problem in the world.
You and I only remember so muchof what we've ever learned in
our lives.
Why would we not want to inviteothers, this third entity, into
(20:36):
the room that has 100% recallon the world's knowledge of what
it's been trained on?
So, whether that is usingChatGDP, that's been trained on
all the Internet and 200 millionbooks, or whatever the number
(20:58):
really is 200 million books, orwhatever the number really is or
whether it's your own LLM inyour own company that's been
trained on everything yourcompany has ever done, why would
you not want that to offer itsinformation?
Now it's still up to you tomake the decision, just like a
coach.
Take their input and you eithersay thank you but no, thank you
(21:21):
, I'm gonna go do my own thingand you know I'm going to be
stubborn and not take anythingyou have to offer.
Or, wow, I never thought of itthat way.
Yeah, it's just.
It's a whole different way ofusing way of using Gen AI and
(21:47):
the LLMs to a completelydifferent level of leadership
and strategy.
Speaker 1 (21:48):
Christy, I will tell you this as someone who talks to
entrepreneurs for a living.
These are completely new thingsand I give you huge credit,
because it's hard to say newthings in the world of AI
because there is so much noiseand everybody's saying something
about AI these days.
But first of all, I love thatintern analogy that you used.
And then, secondly, you'retalking about some high level
applications of AI.
(22:09):
I've never heard anybody saylet's build personas of actual
board members so that, beforeyou actually speak to them,
you've already essentiallyrole-played with them, Something
that can really deeplyunderstand them, which, from my
perspective, I'm thinking, holycow, I've got transcripts from
so many meetings that I haveinternally with my team.
We could start building all ofthese things out.
(22:30):
So I love hearing that.
Now we have the great pleasureof learning from you in today's
episode and conversation, whichI'm super appreciative of.
But even more than that, I wantto talk about your role, because
I think the way that youoperate with your business is so
fascinating, because businessowners we all get it.
Everyone who's listening getsit.
We're busy with the million and10 things that we all have to
focus on on a day-to-dayoperations level.
(22:52):
So I love the fact that, as acertified chief AI officer
that's a title we haven't reallyheard that much and obviously
your business Alter BridgeStrategies the way that you
support others people probablydon't realize.
Let somebody else figure allthis stuff out.
Let somebody else look at yourbusiness landscape, someone who
understands business andunderstands AI and can implement
(23:14):
these high-level strategies.
Talk to us about what thatrelationship and that role looks
like, because probably mostpeople at this point haven't had
someone step into that role fortheir business.
Speaker 2 (23:26):
Yeah, I got certified as a Chief AI Officer.
There is a group calledChiefAIOfficercom.
That officercom, that um, doescertify at a very high level.
(23:52):
It is um global and they docertifications based off of um
taking former executives orcurrent executives, also some
people that have been, I wouldsay, pmps or lifelong
implementers that are at highlevels.
But you have to kind of youdon't just sign up, you have to
kind of pass a certain level ofexpectation to then go through
(24:14):
the certification process, whichis pretty extensive, do a
capstone and then go through apanel interview process before
certification is applied.
But they certify you on notjust what AI is, but on
approaching it strategically andhow to implement for a client
(24:38):
based off of that.
So it's very different than youknow getting a $300 training on
LinkedIn or something like that.
It's a $10,000 program At leastI think right now it's still
10,000.
But it is a.
It prepares you basically andand then we have continued I'm
(25:03):
actually a fellow at cio I'malso faculty there because I
still train and um on aigovernance.
But it prepares you in order tohelp um clients.
Some go in and they go and findjobs to be a full-time CAIO
(25:26):
whatever title you want to putonto it.
I call myself an AI strategistbecause I focus on the strategy
and the C-level and thealignment.
That's my passion.
Others really love theimplementation side and they
throw themselves into that, andothers really may focus all on
(25:53):
training.
That may be something that theyreally get into.
Some go out and start their ownbusiness, which is what I did,
and we, those that do that,operate, as I would say, more as
fractional, in a fractionalrole or a consultant, whatever
you want to call it, but it'smore the fractional.
(26:14):
Some of us can take up to, youknow, two year, two year long
gigs as a fractional or just actas more of a consultant going
in, and that's what I've beendoing is I've been going in and,
um, helping companiesunderstand kind of as I
(26:35):
explained earlier, I think andunderstanding what ai is you I
think this speaks to where themarket is right now Helping
everybody understand what AI is,what it can and can't do,
helping the C-levels kind ofalign, introducing them to maybe
(26:58):
the introducing them to maybethe strategic communication that
I just talked about, becausethat's kind of a aha moment for
many and I do that on purpose tomake sure that the C-level is
engaged and that they understandwhat's possible, so that we can
(27:20):
then have the discussions abouthow does this change your
strategy, your goals.
And then let's talk about usecases and priorities, because
it's important, for if theC-level as a whole is not
aligned, it's not going to work.
If there's one that's stillgoing, I don't think we
(27:45):
shouldn't be doing this.
That's going to stand out in adepartment.
It's not going to work if youstill have the person over CS
going.
Nah, nah, nah, nah.
So I want to make sure thateverybody is aligned and then we
go through a whole bunch ofassessments, because it's it's,
(28:05):
frankly, it's it's you got tomake sure the data is right.
You got to make sure that,where they are with AI
governance, you got to make surethat the their plan and the use
cases are aligned with theirpriorities.
And we set up for thepriorities of the use cases.
I run them through something wecall FHIR that helps prioritize
(28:27):
based off of their resources,their data, how ready they are
and what's easiest to do, andpriorities based off of them.
It kind of takes in alldifferent data points to align
the use cases and we set up thefirst pilot align and create the
(28:48):
solution architecture for thefirst one and then you start
going through process mining onthat first pilot and then you
bring in the implementation teamand we start going.
Now I can do someimplementation but it's, you
know, it's not my passion.
I work with them and I helpwith the communication plans and
the training and all that stuff, but it's um, it's making sure
(29:12):
that the top understands thatit's not going to be a quick fix
.
You know, getting that once youset it up up here, the rest of
it's going to work.
If you don't set it up up hereand get it right, the rest of it
will be problematic.
Speaker 1 (29:29):
Yeah, christy, I'll tell you what.
I always argue with people thatI have the coolest job in the
world, but I think yours mightbe right up there, so it's very
cool.
I love the fact that you havethat passion and that you're
helping so many businesses withthat, and I always remind
listeners at this point in theinterview not only are you a
subject matter expert, but youare also one of us, you are a
fellow entrepreneur, and so,with that in mind, I always love
(29:52):
putting guests on the spot herewith this super broad question
at the end of these interviews.
And that is what's your onebest piece of advice?
Knowing that you're beinglistened to by entrepreneurs and
entrepreneurs at all differentstages of their own growth
journeys.
As a fellow entrepreneur,what's that one piece of advice
that you want to leave them withtoday?
Speaker 2 (30:11):
Just do it, don't wait.
The one thing that I had wantedto do this for a long time and
I'm one of those examples of ittook.
Yeah, I started out telling youthat you know, the technology
(30:33):
and everything hit all at theright time and I had a couple
health issues that kind of sentme over the edge.
I had a cerebral aneurysm andthen five months later I broke
my back, which were my two kicksin the butt where I went.
I have to do somethingdifferent.
(30:53):
I'm very type A.
I'm very, you know, I have a.
You know the way I work is, youknow, I just I'm I'm kind of
like a bulldozer.
I just go and get stuff done,but I wasn't paying attention to
how I was working and why I wasworking.
I'd kind of lost my purpose andI definitely have that back.
(31:14):
But I apparently needed thosetwo kicks in the butt to make me
sit back and go.
I need to take a step back andget my purpose back.
So don't wait.
If you're wanting to dosomething, just do it.
(31:37):
It's not, it's not as scary asyou think.
If you have a passion, ifyou're, if you have something
that you're passionate about andthat you're wanting to do?
Just go out and grab it, jump,just jump.
Yes.
Speaker 1 (31:53):
I love that.
Speaker 2 (31:55):
Something to happen to you to make it, to make you
do it.
Speaker 1 (32:00):
Heck.
Yes, christy, that's why theysay about us entrepreneurs
entrepreneurs jump off the cliffand build the parachute on the
way down, and I love that advicethat you've given to our
listeners, because you've donethis yourself and you have
spoken all of that like a trueaction taker, which is why I'm
so excited to get my hands.
I know that you're finalizingyour first book.
I'm super excited for that tolaunch.
Launch it's called Power Moves,the no BS Guide to Leading with
(32:21):
AI.
Lots of exciting things comingfrom you all throughout this
year and beyond, christy.
So for listeners who do want tofollow along in your journey,
drop those links on us.
Where should listeners go fromhere?
Speaker 2 (32:33):
Ah, yeah, you can catch me on my website.
You can easily go towwwalterbridgecom.
Alterbridgestrategies.
I'm sorry, com, it's exactlythe way it sounds, so
alterbridgestrategies.
And then com.
Should have thought about thatbefore I named the company about
(32:55):
how long it was going to be.
But you can get me there or onmy LinkedIn profile, and it's
just Christy Perdue.
Speaker 1 (33:04):
Yes, and listeners, you already know the drill.
You don't have to go very farto find those links.
They're down below in the shownotes.
You can click right on through,as Christy said, those super
easy alter bridge strategies dotcom.
We're also linking to herpersonal LinkedIn, so, if you
want to connect with her andcontinue the conversation, you
see how much she genuinely lovesthis stuff.
And I will tell you, as someonewho's looked into the way that
(33:25):
Christy operates all of herexperiences leading up to this
point as much as she loves AI,she also understands and loves
business as well, and it's thatintersection that is so key for
all of our businesses.
So definitely check those linksdown below in the show notes.
Speaker 2 (33:43):
Otherwise, christy, on behalf of myself and all the
listeners worldwide.
Speaker 1 (33:45):
Thanks so much for coming on the show today Great
Thank you hey, it's Brian hereand thanks for tuning in to yet
another episode of theWantrepreneur to Entrepreneur
podcast.
If you haven't checked us outonline, there's so much good
stuff there.
Check out the show's websiteand all the show notes that we
talked about in today's episodeat thewantrepreneurshowcom.
And I just want to give a shoutout to our amazing guests.
There's a reason why we are adfree and have produced so many
(34:08):
incredible episodes five days aweek for you, and it's because
our guests step up to the plate.
These are not sponsored episodes.
These are not infomercials.
Our guests help us cover thecosts of our productions.
They so deeply believe in thepower of getting their message
out in front of you, awesomeentrepreneurs and entrepreneurs,
that they contribute to help usmake these productions possible
(34:32):
.
So thank you to not onlytoday's guests, but all of our
guests in general, and I justwant to invite you check out our
website because you can send usa voicemail there.
We also have live chat.
If you want to interactdirectly with me, go to
thewantrepreneurshowcom,initiate a live chat.
It's for real me, and I'mexcited because I'll see you, as
always, every Monday, wednesday, friday, saturday and Sunday
(34:55):
here on the Wantrepreneur toEntrepreneur podcast.
Hey, what is up?
Welcome to this episode of theWantrepreneur to Entrepreneur
podcast.
As always, I'm your host, BrianLofermento, and I know that
everybody wants to talk about AIthis year.
There's a million differentways that we could be using it,
maybe that we should be using it.
There's a million questionsthat we all have, and that's why
we have found an incredibleguest and fellow entrepreneur
(00:21):
for today's episode to walk usthrough all these considerations
.
Because if you know that AIshould be one of the power
forces and powerhouses indriving your business forward,
well, today's guest is reallygoing to shed a lot of light on
that.
So let me introduce you to her.
Her name is Christy Perdue.
Joining us is Christy, who is apowerhouse in AI strategy and
business transformation, withover 30 years in global B2B
(00:45):
software and a track record ofdriving real results.
She's the CEO of AlterBridgeStrategies, where she helps
leadership teams embed AI as astrategic collaborative partner.
That's a key word.
We're definitely going to talkabout that today.
Not just another tech tool.
She's a certified chief AIofficer.
She's an expert in AIgovernance, compliance and
(01:07):
enablement.
Christy, through all of thatwork, helps to cut through the
AI hype.
Yes, AI is a bit of a hypetrain here in 2025 to deliver
measurable impact.
She's worked with everyone fromprivate equity-backed startups
to public enterprise giants,helping executives bridge the
gap between AI ambition, whichwe all have, and actual
execution, which is theimportant stuff.
(01:29):
Known for her no-nonsense,get-stuff-done approach, Christy
is here to break down what AIcan really do for your business.
She's also working on a bookwhich I'm so excited to hear
about that, so I'm not going tosay anything else.
Let's dive straight into myinterview with Christy Perdue.
Else, let's dive straight intomy interview with Christy Perdue
.
All right, Christy, I am sovery excited that you're here
with us today.
(01:49):
First things first, welcome tothe show.
Thanks, thanks for having me,christy, I will say, in this
evolving world, there's not manypeople who have made sense of
the entire AI landscape.
You've obviously worked behindthe scenes in a lot of business
settings as well as at theforefront of AI, so take us
beyond the bio.
Who's Christy?
How did you get to this placewhere you are today?
Speaker 2 (02:12):
Yeah, well, it's been quite a journey, that's for
sure.
I have been, as you said,working in this industry for in
the software industry, for over30 years, and that working in
every position, it seems, fromstarting in development
(02:36):
management, working through toproduct marketing, to product
management, to strategictechnologies and partner
management, and then all the wayup in settling into product
marketing and then working upthrough that to CMO.
(02:57):
And in all of those positions Ialways had a direct line into
the C-level, it seemed, forwhatever reason, but working
through different levels ofcompany sizes, whether it was
working for CA or working for aseven-person startup, and what I
(03:21):
experienced along the way wasalways having to be the person
either working on the thingsthat nobody else wanted to, or
being the person trying to aligneveryone, and that, along with
getting introduced to AI,probably around 2010 when I was
(03:42):
working for a company calledAutonomy, and that I was always
kind of the geeky.
I always loved the technology.
It always got me all excited asfar as impassioned about what I
was doing with my job.
So I really loved thetechnology there.
I love the technology there,and once I continued moving on
(04:12):
and was working on informationgovernance at that time.
And then I got reintroducedwhen it came to working at a few
more companies this pastprobably, I would say seven to
eight years or so to eight yearsor so for a couple other AI
technology companies that notworking on Gen AI by any means,
(04:32):
but they were working on ITsolutions for risk modeling, for
risk detection, for anomalydetection more AI ops, you might
say, but really using machinelearning in various different
ways.
So when Gen AI came out, I wasvery excited because it actually
(04:56):
, as a CMO or a marketing leader, gave me a way, just like with
Mini, it was accessible, I couldget my hands on it.
I could start really trying tosee what I could do with it,
versus it being always the datascientists and I'm talking about
how they could use it.
So it took me maybe a coupleweeks of playing with it to
(05:22):
really start realizing the powerand really start also realizing
that my worlds were kind ofcolliding of what I had been
doing for many, many yearsbefore with information
management, informationgovernance, privacy, data
governance and the release ofGen AI, and what those two
(05:44):
worlds were going to mean, andmy head immediately started
spinning of saying, okay, thisis going to.
This month I'm finally, I'mactually going to see it in my
lifetime.
I'm going to see wherecompanies are going to have to
really, I'll say, belly up tothe bar and care about what they
(06:06):
are doing with their data,whether they're being compliant,
and not just do enough to makea check on a box.
So you know and that's what ledme to that and a couple other,
I would say, kicks in the buttfrom health reasons that made me
(06:27):
decide to go the entrepreneurroute of which has always been
in me, but the route to go anddo this on my own.
Speaker 1 (06:35):
Yeah, I love that overview, Christy, especially
because, I mean, you said thosewords that I've also been
thinking it.
I kind of I was a little bittoo young to really miss that
earliest internet wave and thatcompletely changed the world.
But here we are in 2025 andit's undoubtable.
Ai is already changing theworld and that is the next
revolution, and so I think we'reat this really interesting
(06:56):
moment in time where everybody'saware of the power of AI and
especially the powers to comefrom AI.
But what I really love aboutyour business is you so openly
acknowledge the fact that CEOseverywhere recognize it but
don't yet have that clarity onwhat to do with it and what to
do about it.
Talk to us about that chasmright now.
(07:17):
Where is that gap in peopleunderstanding it's a thing and
how the heck do we make sense ofit?
Speaker 2 (07:23):
and how the heck do we make sense of it?
Well, I think there's a lot ofconfusion in the market, and
it's not even just that.
There's a lot of hype andthere's a lot of that's coming
from the media, it's coming fromvendors, it's coming in all
different directions, but thisjust it's just not another tool.
(07:44):
It's you know.
I'll use Copilot as an example.
Microsoft release anotherproduct.
Great, let's, let's roll it out.
It didn't end up the same way.
A lot of co-pilotimplementations are sitting in
stall mode right now.
(08:04):
Many have rolled out, but thefact is that AI isn't just a
tool.
It's a whole new way of doingbusiness.
It's a whole differenttechnology.
That should make every C-levelCEO owner step back and rethink
(08:28):
how they want to do business,because of what it enables.
It enables and when, and Ithink for many, number one.
It scares them of.
What does this mean?
And if I don't have fullunderstanding, I don't want to
(08:51):
yet make some of those decisions, and they're so busy already.
How can I take this on?
I'm just going to throw it toIT.
It's an IT thing, it's atechnology, it's a tool.
They'll figure it out, but ittakes more than IT to do this,
because this is the ultimatepeople process technology.
This is a people thing down tothe core.
(09:14):
It is fear.
It's is a people thing down tothe core.
It is fear.
I want to say rejection isprobably not the right word, but
people want to run away from itmore than they want to embrace
it until they understand it.
When they understand it, it'sgoing to be that you can't deal
without it.
You fall in love.
You want to do more with AI,but you have to understand how
(09:39):
to communicate around it.
You have to understand how youremployees are going to react.
There's a lot of fear aroundjob loss.
What does this mean to me?
Communication is going to behuge, going to be huge.
(10:02):
That's not IT's job typically.
So there's a misconceptionthere that this is just another
IT tool or another tool ingeneral.
It's also.
You know, we understand thetech side, but then the process
side.
Ai is also one of those thingsthat it's an enabler.
You throw AI at a good process,it's going to make it sing.
(10:26):
You throw AI at a processthat's already bad, it's going
to keep it bad.
This is the time that you haveto re-engineer your processes.
You have to really look at themand go through the process
mining to understand where thebottlenecks are, to understand
(10:48):
where things break down, andlook at them and say, okay, how
should this work?
Look at them and say, okay, howshould this work.
That's where AI can come in andthen even enhance it further.
And sometimes AI is not eventhe answer.
Sometimes it's just automation.
Good old automation has nothingto do with AI.
Those are big things.
(11:11):
So it's not just about rollingout a technology or an upgrade
or a new version of MicrosoftWord.
It's bigger than just one ofthose you know everyday tasks
that you roll out.
Strategic initiative thatC-levels, owners, et cetera need
(11:44):
to give its due when planningto roll out AI.
Speaker 1 (11:45):
Yeah, christy, one thing I really appreciate about
voices like yours in this spaceis the fact that we're not just
talking about how to use AI, andit's so clear in the way you
talk about it.
You emphasize so much that it'snot just a technological tool,
and we're definitely going totalk about that in a few minutes
.
But what I really appreciate isyou talk about the
considerations, the strategicside of it, the business
(12:06):
intelligence side of it, thebusiness direction side of it.
Obviously, you work with a lotof C-level executives, so you
have a really deep appreciationfor that approach.
But you bring up something thatthe media loves harping on
right now, which is thepotential for job loss, the
potential for less humanworkforce needed in various
industries.
Is that something from yourperspective, working with these
(12:28):
C-level executives?
Is that something that we setfrom the top and we're the ones
that dictate?
No, this is going to besomething that adds on to what
we're able to do, kind of likehow you talked about.
Good processes are actuallyfurther enhanced through the use
of AI.
Is this something that is anobligation of the sea level
executives?
Is that a directive that comesfrom the top?
(12:49):
How the heck do we navigatethese waters?
Because you're right, these arehuge real world matters and
implications.
Speaker 2 (12:56):
Yeah, absolutely, I think it does.
It is a responsibility of thesea level and you know there's.
The people that you let go outthe door are the exact people
and the expertise that you needto re-engineer the processes.
They're the ones that do thedaily work.
(13:17):
They're the ones that theprocesses, they're the ones that
do the daily work.
They're the ones thatunderstand it.
They're the ones that have theexpertise and the knowledge that
needs to partner with AI inorder to get the rewards that
you're trying to get out of AI,the things that you want to
leverage, the game-changingresults that you're trying to
(13:37):
get out of AI, the things thatyou want to leverage, the game
changing results that you'relooking for.
Ai isn't built to just takeover, and I think there's a
misconception there.
I think a lot of the companiesthat have unfortunately laid off
a lot of you know, thousands ofpeople because AI they're
(13:59):
bringing in AI will regrettably,see I'm trying to think of the
right word regret that becausethey've let all of their
expertise go out the door.
That is needed to train AI.
It's needed to work with AI,it's needed to process mine and
(14:26):
redo the processes that arenecessary.
I think that decision isabsolutely a responsibility of
the C-level At the top.
It's a strategic decision andit is the responsibility to
communicate that transparentlyto your employees of what you
plan on doing Now.
(14:46):
Sure, some roles are going tochange I mean they are and it's
your responsibility to be honestabout that and talk about how
you're going to either provideupskilling or a job transition.
But you need to make thatdecision.
To me, this is a human in theloop is always necessary.
(15:10):
You need to provide AI guidancebecause it's never going to be
100% absolute and right, atleast right now, at least in the
near future.
It's not going to be areplacement and those that made
(15:32):
that early decision to lay offpeople there's very few use
cases that I know of that.
That would be the rightdecision.
Speaker 1 (15:43):
Yeah, for sure.
I think we even see it asconsumers.
So many companies think, ooh,ai, customer support agents, but
of course, none of us reallyenjoy those.
I've seen Amazon, maybe, is oneof the companies that's doing
it in a somewhat decent way,where they can just issue an
automatic refund for all thoseproducts that we don't enjoy
that we buy.
But there's very few instanceswhere it is so clear and dry and
(16:05):
I think that that human elementis so important, which is why I
appreciate your approach somuch and that's why I really I
want to talk about thatimportant distinction that you
consistently make in the waythat your business communicates
this stuff to the world, in theway that you communicate it, and
that is a collaborative partnerversus a tool, a mere tech tool
.
Because, christy, I will say,as the host of this show, I
(16:25):
interact with a lot ofentrepreneurs and too many
people just view AI as I'm goingto prompt it.
I'm just going to tell it.
You know, give me social mediacontent, create blog content, do
these things for me, me.
That's not a collaborativepartner, that is just prompting
a tool to spit something out inreturn to us.
Speaker 2 (16:42):
Talk to us about that distinction you make
collaborative partner versusthat tech tool yeah, um, it's
interesting because most peoplesee ai as a tactical game, a way
to gain tactical um, I don'tknow for tactical efficiencies.
(17:04):
Let's put it that way.
They use it as a a pseudointern, let's say, and it's
exactly the way that you put it.
They use it for to help forsocial media and help help me
write this email.
And okay, that's, that's fine,it has its purpose there and,
(17:25):
and by all means, use it thatway If you, if you want to,
you're leaving so much on thetable.
The real game, changing aspectsof gen ai and that's what we're
talking about here is reallyunderstanding how to communicate
(17:47):
with it.
And it does come down to prompttechniques to use when you're
prompting and when I say, youknow, make it a strategic
collaborative partner.
This comes down to okay,instead of thinking of it as an
(18:12):
intern, let me challenge you tothink of it as an executive
coach.
Challenge you to think of it asan executive coach.
How does that change yourmindset and the type of
discussions or promptingsessions that you might have
with it?
It should immediately startgoing okay, so that means I
(18:37):
should be able to talk to itabout strategy.
That means I should be able totalk to it about marketing plans
.
That means I should be able totalk to it about how do I fix
this big problem that I have ifI'm talking to it as an
executive coach.
But then how do I do that?
(18:57):
And that's where these othertechniques come in and that's
where the importance of actuallylearning the techniques and
getting them down comes in.
There are techniques such asrole playing, which people talk
about, but actually learning howto really do it, persona
(19:20):
building, which isn't you know,hey, act as a marketing
copywriter.
That's not what I'm talkingabout.
I'm talking about building outpersonas of your actual board
members so that you can actuallyrun things by a pseudo of your
(19:42):
board, so that you're prepared,or build a persona of one of
your biggest clients, so thatyou can role play with your
client before you actually gowork with your actual client
client, before you actually gowork with your actual client.
Having ChatGDP interview you andthere's a technique to doing
(20:11):
that, to extract your knowledgeout.
There's a thing as far asbringing you know.
You get a different kind ofreaction to this sometimes when
you're talking to someone, butyou know, if you and I were
sitting here trying tocollaborate about something and
we're trying to work out thisbiggest problem in the world.
You and I only remember so muchof what we've ever learned in
our lives.
Why would we not want to inviteothers, this third entity, into
(20:36):
the room that has 100% recallon the world's knowledge of what
it's been trained on?
So, whether that is usingChatGDP, that's been trained on
all the Internet and 200 millionbooks, or whatever the number
(20:58):
really is 200 million books, orwhatever the number really is or
whether it's your own LLM inyour own company that's been
trained on everything yourcompany has ever done, why would
you not want that to offer itsinformation?
Now it's still up to you tomake the decision, just like a
coach.
Take their input and you eithersay thank you but no, thank you
(21:21):
, I'm gonna go do my own thingand you know I'm going to be
stubborn and not take anythingyou have to offer.
Or, wow, I never thought of itthat way.
Yeah, it's just.
It's a whole different way ofusing way of using Gen AI and
(21:47):
the LLMs to a completelydifferent level of leadership
and strategy.
Speaker 1 (21:48):
Christy, I will tell you this as someone who talks to
entrepreneurs for a living.
These are completely new thingsand I give you huge credit,
because it's hard to say newthings in the world of AI
because there is so much noiseand everybody's saying something
about AI these days.
But first of all, I love thatintern analogy that you used.
And then, secondly, you'retalking about some high level
applications of AI.
(22:09):
I've never heard anybody saylet's build personas of actual
board members so that, beforeyou actually speak to them,
you've already essentiallyrole-played with them, Something
that can really deeplyunderstand them, which, from my
perspective, I'm thinking, holycow, I've got transcripts from
so many meetings that I haveinternally with my team.
We could start building all ofthese things out.
(22:30):
So I love hearing that.
Now we have the great pleasureof learning from you in today's
episode and conversation, whichI'm super appreciative of.
But even more than that, I wantto talk about your role, because
I think the way that youoperate with your business is so
fascinating, because businessowners we all get it.
Everyone who's listening getsit.
We're busy with the million and10 things that we all have to
focus on on a day-to-dayoperations level.
(22:52):
So I love the fact that, as acertified chief AI officer
that's a title we haven't reallyheard that much and obviously
your business Alter BridgeStrategies the way that you
support others people probablydon't realize.
Let somebody else figure allthis stuff out.
Let somebody else look at yourbusiness landscape, someone who
understands business andunderstands AI and can implement
(23:14):
these high-level strategies.
Talk to us about what thatrelationship and that role looks
like, because probably mostpeople at this point haven't had
someone step into that role fortheir business.
Speaker 2 (23:26):
Yeah, I got certified as a Chief AI Officer.
There is a group calledChiefAIOfficercom.
That officercom, that um, doescertify at a very high level.
(23:52):
It is um global and they docertifications based off of um
taking former executives orcurrent executives, also some
people that have been, I wouldsay, pmps or lifelong
implementers that are at highlevels.
But you have to kind of youdon't just sign up, you have to
kind of pass a certain level ofexpectation to then go through
(24:14):
the certification process, whichis pretty extensive, do a
capstone and then go through apanel interview process before
certification is applied.
But they certify you on notjust what AI is, but on
approaching it strategically andhow to implement for a client
(24:38):
based off of that.
So it's very different than youknow getting a $300 training on
LinkedIn or something like that.
It's a $10,000 program At leastI think right now it's still
10,000.
But it is a.
It prepares you basically andand then we have continued I'm
(25:03):
actually a fellow at cio I'malso faculty there because I
still train and um on aigovernance.
But it prepares you in order tohelp um clients.
Some go in and they go and findjobs to be a full-time CAIO
(25:26):
whatever title you want to putonto it.
I call myself an AI strategistbecause I focus on the strategy
and the C-level and thealignment.
That's my passion.
Others really love theimplementation side and they
throw themselves into that, andothers really may focus all on
(25:53):
training.
That may be something that theyreally get into.
Some go out and start their ownbusiness, which is what I did,
and we, those that do that,operate, as I would say, more as
fractional, in a fractionalrole or a consultant, whatever
you want to call it, but it'smore the fractional.
(26:14):
Some of us can take up to, youknow, two year, two year long
gigs as a fractional or just actas more of a consultant going
in, and that's what I've beendoing is I've been going in and,
um, helping companiesunderstand kind of as I
(26:35):
explained earlier, I think andunderstanding what ai is you I
think this speaks to where themarket is right now Helping
everybody understand what AI is,what it can and can't do,
helping the C-levels kind ofalign, introducing them to maybe
(26:58):
the introducing them to maybethe strategic communication that
I just talked about, becausethat's kind of a aha moment for
many and I do that on purpose tomake sure that the C-level is
engaged and that they understandwhat's possible, so that we can
(27:20):
then have the discussions abouthow does this change your
strategy, your goals.
And then let's talk about usecases and priorities, because
it's important, for if theC-level as a whole is not
aligned, it's not going to work.
If there's one that's stillgoing, I don't think we
(27:45):
shouldn't be doing this.
That's going to stand out in adepartment.
It's not going to work if youstill have the person over CS
going.
Nah, nah, nah, nah.
So I want to make sure thateverybody is aligned and then we
go through a whole bunch ofassessments, because it's it's,
(28:05):
frankly, it's it's you got tomake sure the data is right.
You got to make sure that,where they are with AI
governance, you got to make surethat the their plan and the use
cases are aligned with theirpriorities.
And we set up for thepriorities of the use cases.
I run them through something wecall FHIR that helps prioritize
(28:27):
based off of their resources,their data, how ready they are
and what's easiest to do, andpriorities based off of them.
It kind of takes in alldifferent data points to align
the use cases and we set up thefirst pilot align and create the
(28:48):
solution architecture for thefirst one and then you start
going through process mining onthat first pilot and then you
bring in the implementation teamand we start going.
Now I can do someimplementation but it's, you
know, it's not my passion.
I work with them and I helpwith the communication plans and
the training and all that stuff, but it's um, it's making sure
(29:12):
that the top understands thatit's not going to be a quick fix
.
You know, getting that once youset it up up here, the rest of
it's going to work.
If you don't set it up up hereand get it right, the rest of it
will be problematic.
Speaker 1 (29:29):
Yeah, christy, I'll tell you what.
I always argue with people thatI have the coolest job in the
world, but I think yours mightbe right up there, so it's very
cool.
I love the fact that you havethat passion and that you're
helping so many businesses withthat, and I always remind
listeners at this point in theinterview not only are you a
subject matter expert, but youare also one of us, you are a
fellow entrepreneur, and so,with that in mind, I always love
(29:52):
putting guests on the spot herewith this super broad question
at the end of these interviews.
And that is what's your onebest piece of advice?
Knowing that you're beinglistened to by entrepreneurs and
entrepreneurs at all differentstages of their own growth
journeys.
As a fellow entrepreneur,what's that one piece of advice
that you want to leave them withtoday?
Speaker 2 (30:11):
Just do it, don't wait.
The one thing that I had wantedto do this for a long time and
I'm one of those examples of ittook.
Yeah, I started out telling youthat you know, the technology
(30:33):
and everything hit all at theright time and I had a couple
health issues that kind of sentme over the edge.
I had a cerebral aneurysm andthen five months later I broke
my back, which were my two kicksin the butt where I went.
I have to do somethingdifferent.
(30:53):
I'm very type A.
I'm very, you know, I have a.
You know the way I work is, youknow, I just I'm I'm kind of
like a bulldozer.
I just go and get stuff done,but I wasn't paying attention to
how I was working and why I wasworking.
I'd kind of lost my purpose andI definitely have that back.
(31:14):
But I apparently needed thosetwo kicks in the butt to make me
sit back and go.
I need to take a step back andget my purpose back.
So don't wait.
If you're wanting to dosomething, just do it.
(31:37):
It's not, it's not as scary asyou think.
If you have a passion, ifyou're, if you have something
that you're passionate about andthat you're wanting to do?
Just go out and grab it, jump,just jump.
Yes.
Speaker 1 (31:53):
I love that.
Speaker 2 (31:55):
Something to happen to you to make it, to make you
do it.
Speaker 1 (32:00):
Heck.
Yes, christy, that's why theysay about us entrepreneurs
entrepreneurs jump off the cliffand build the parachute on the
way down, and I love that advicethat you've given to our
listeners, because you've donethis yourself and you have
spoken all of that like a trueaction taker, which is why I'm
so excited to get my hands.
I know that you're finalizingyour first book.
I'm super excited for that tolaunch.
Launch it's called Power Moves,the no BS Guide to Leading with
(32:21):
AI.
Lots of exciting things comingfrom you all throughout this
year and beyond, christy.
So for listeners who do want tofollow along in your journey,
drop those links on us.
Where should listeners go fromhere?
Speaker 2 (32:33):
Ah, yeah, you can catch me on my website.
You can easily go towwwalterbridgecom.
Alterbridgestrategies.
I'm sorry, com, it's exactlythe way it sounds, so
alterbridgestrategies.
And then com.
Should have thought about thatbefore I named the company about
(32:55):
how long it was going to be.
But you can get me there or onmy LinkedIn profile, and it's
just Christy Perdue.
Speaker 1 (33:04):
Yes, and listeners, you already know the drill.
You don't have to go very farto find those links.
They're down below in the shownotes.
You can click right on through,as Christy said, those super
easy alter bridge strategies dotcom.
We're also linking to herpersonal LinkedIn, so, if you
want to connect with her andcontinue the conversation, you
see how much she genuinely lovesthis stuff.
And I will tell you, as someonewho's looked into the way that
(33:25):
Christy operates all of herexperiences leading up to this
point as much as she loves AI,she also understands and loves
business as well, and it's thatintersection that is so key for
all of our businesses.
So definitely check those linksdown below in the show notes.
Speaker 2 (33:43):
Otherwise, christy, on behalf of myself and all the
listeners worldwide.
Speaker 1 (33:45):
Thanks so much for coming on the show today Great
Thank you hey, it's Brian hereand thanks for tuning in to yet
another episode of theWantrepreneur to Entrepreneur
podcast.
If you haven't checked us outonline, there's so much good
stuff there.
Check out the show's websiteand all the show notes that we
talked about in today's episodeat thewantrepreneurshowcom.
And I just want to give a shoutout to our amazing guests.
There's a reason why we are adfree and have produced so many
(34:08):
incredible episodes five days aweek for you, and it's because
our guests step up to the plate.
These are not sponsored episodes.
These are not infomercials.
Our guests help us cover thecosts of our productions.
They so deeply believe in thepower of getting their message
out in front of you, awesomeentrepreneurs and entrepreneurs,
that they contribute to help usmake these productions possible
(34:32):
.
So thank you to not onlytoday's guests, but all of our
guests in general, and I justwant to invite you check out our
website because you can send usa voicemail there.
We also have live chat.
If you want to interactdirectly with me, go to
thewantrepreneurshowcom,initiate a live chat.
It's for real me, and I'mexcited because I'll see you, as
always, every Monday, wednesday, friday, saturday and Sunday
(34:55):
here on the Wantrepreneur toEntrepreneur podcast.
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