Building the Digital World: AI, Security, and Why Human Judgment Still Matters

Building the Digital World: AI, Security, and Why Human Judgment Still Matters

SHOW NOTES: HEARTWIRED – EMOTIONALLY INTELLIGENT LEADERSHIP Episode Title: Building the Digital World: AI, Security, and Why Human Judgment Still Matters Host: Dr. MJ Guest: Andrew Koberlein EPISODE SUMMARY In this episode of Heartwired, Dr. MJ welcomes Andrew Koberlein, a technology leader whose career began during the earliest days of global digital communications. Andrew reflects on his work developing the infrastructure that enabled worldwide connectivity, sharing firsthand stories about building communication systems for governments, military operations, financial institutions, and the early internet. He also recounts being one of the first six people in the world to use email, offering a unique perspective on how today's AI revolution is rooted in decades of technological evolution. Together, they explore the different forms of artificial intelligence—from rule-based systems to intuitive, autonomous, and self-learning models—and discuss why leadership is becoming increasingly important as AI grows more capable. Andrew explains that while AI can improve productivity, automate repetitive tasks, and strengthen decision-making, human judgment remains essential in guiding how these systems are designed, managed, and responsibly deployed. KEY TAKEAWAYS AI Has Been Evolving for Decades Andrew explains that many of the concepts behind today's AI have existed for more than forty years. Early technologies that powered email, global communications, computer chess, and network intelligence laid the foundation for the AI systems organizations are adopting today. Global Connectivity Changed Everything Andrew shares how his work focused on creating the infrastructure that allowed countries, financial institutions, governments, and businesses to exchange information across the world. Those same foundational principles continue to support today's connected digital environment. Not All AI Is the Same Andrew distinguishes between several forms of AI, including instructional systems that follow predefined steps, intuitive systems that make decisions using available data, autonomous systems that complete tasks independently, and self-learning models that continuously expand their own knowledge. Security Must Be Built Into AI Throughout his career, Andrew learned that technology is only as strong as its security. Organizations that fail to invest in robust security measures expose themselves to significant financial and operational risks as AI becomes more deeply integrated into business operations. Autonomous AI Requires Human Oversight While autonomous systems can handle repetitive operational tasks efficiently, Andrew emphasizes that they must be carefully designed and monitored. Human oversight remains critical to ensure AI operates within appropriate boundaries and supports organizational goals. Self-Learning AI Demands Responsible Leadership Andrew warns that self-learning AI presents unique opportunities and risks. Without carefully defined constraints, these systems may optimize for outcomes that ignore broader human consequences. Leaders must understand both the capabilities and limitations of these technologies before deploying them. Leaders Should Focus on Business Needs First Rather than adopting AI simply because it is available, Andrew encourages leaders to identify repetitive, intuitive, and process-driven work that can be automated. This allows employees to focus on higher-value responsibilities while improving operational efficiency. MEMORABLE QUOTES "The technology was intuitive, and that intuitive process is what led into our AI conversations." — Andrew Koberlein "Everything is connected." — Andrew Koberlein "Self-learning models have to be contained. They cannot be let loose." — Andrew Koberlein "Leaders need to look at their business from an intuitive process and a demand process." — Andrew Koberlein ABOUT OUR GUEST Andrew Koberlein is a technology leader whose career spans the evolution of global communications, networking, security, and artificial intelligence. Beginning in the early 1980s, he worked on developing global communication systems that enabled international connectivity for governments, financial institutions, military organizations, and businesses around the world. Drawing on decades of experience in technology infrastructure, cybersecurity, and AI, Andrew now shares insights on how leaders can thoughtfully adopt emerging technologies while maintaining responsible human oversight. CONNECT WITH HEARTWIRED Email: drmj@drmjheartwired.com Website: drmjheartwired.com Subscribe: Don't miss an episode — follow on Spotify. Share: If this conversation resonated, share it with someone navigating leadership in the age of AI.

Kind, Not Nice: Building Human Leaders in a Robotic World

SHOW NOTES: HEARTWIRED – EMOTIONALLY INTELLIGENT LEADERSHIP Episode Title: Kind, Not Nice: Building Human Leaders in a Robotic World Host: Dr. MJ Guest: David Shar, PhD, SHRM-SCP, President & Founder, Illuminate PMC EPISODE SUMMARY In this episode of Heartwired, Dr. MJ sits down with David Shar — behavioral scientist, organizational consultant, and lecturer in the University of Maryland's I/O Psychology graduate program — to draw a hard line between being nice and being kind, and to explore what that distinction means for leadership in an AI-driven workplace. David has spent his career building kinder organizations, conducting the first qualitative study on passion decline at work, and translating psychological research into strategies leaders can actually use. In this conversation, he makes the case that kindness isn't softness — it's the willingness to tell people the hard truths nobody else will. He connects that idea directly to AI, arguing that as sycophantic chatbots tell us how brilliant we are, the leaders who can still deliver honest, sometimes uncomfortable feedback will be the ones their people trust most. The conversation covers the real difference between conflict avoidance and healthy conflict, why stagnation is as dangerous as burnout, the choice every leader faces between doubling down on AI or doubling down on being human, and how to lead a team through change without pretending you have all the answers. KEY TAKEAWAYS KINDNESS ISN'T NICE — IT'S HONEST Being nice means avoiding conflict to make people feel comfortable and to be liked. Being kind means caring enough to tell someone the hard truth nobody else will. David argues that real kindness in leadership looks like feedback, not flattery — and that organizations built on kindness, not niceness, perform better because people aren't afraid to disagree. CONFLICT IS A FEATURE, NOT A BUG Leaders who surround themselves with people who never push back start to believe they're infallible. Healthy conflict means people care enough to argue for their ideas and offer different perspectives. The absence of conflict in a room isn't peace — it's often a warning sign that no one feels safe enough to say no. STAGNATION IS AS DANGEROUS AS BURNOUT David's doctoral research on passion decline found that roughly half of people who fell out of love with their work cited overwork — but the other half cited the opposite: too little challenge, no growth, no new place to go. Letting someone stagnate, David argues, is one of the least kind things a leader can do. Growth and challenge are innate human drivers, and leaders need to actively feed them through stretch assignments, new goals, and real feedback. AI CAN FREE PEOPLE FOR MEANINGFUL WORK — IF LEADERS USE IT RIGHT Offloading mundane, repetitive tasks to AI can free people to reconnect with the deeper mission that brought them to a job in the first place. But David is candid about the uncertainty at scale: if entry-level and frontline roles traditionally use "mundane" work to build skill and context, what happens to that pipeline when AI absorbs those tasks? It's a question without a clean answer yet. DOUBLE DOWN ON HUMAN, NOT JUST ON AI As every organization races toward more AI, more automation, more robotic efficiency, David suggests the more interesting opportunity might be moving in the opposite direction. The brands and workplaces that double down on genuine human connection — not transactional efficiency — may be the ones people choose to work for, shop with, and stay loyal to. Robots get replaced by other robots. Humans can't be. MAKE SPACE TO MOURN THE OLD BEFORE PULLING PEOPLE TOWARD THE NEW Change management tends to focus entirely on the future and the benefits ahead. David argues leaders need to also make room for what's being lost — and resist labeling anyone who isn't immediately excited as a "resister." Listening to resistance, rather than shutting it down, often surfaces real concerns worth addressing. "I DON'T KNOW" IS A VALID, TRUSTWORTHY ANSWER When employees worry they're training their own replacement, the most honest response isn't false reassurance — it's acknowledging the uncertainty directly. David references a striking example from a healthcare crisis: a hospital administrator who told staff, "I can't promise everything will be okay, but we're figuring this out together." That kind of honesty builds trust. Toxic positivity destroys it. TRUST IS THE MOST VALUABLE COMMODITY AT WORK When someone brings a real concern to a leader — even expressed with frustration or anger — that's an act of trust. Shutting it down, dismissing it, or rushing to reframe it positively erodes that trust immediately. The leaders who can sit with discomfort and really listen are the ones people will continue to be honest with. MEMORABLE QUOTES > "Being kind means I care enough about you that I'm gonna tell you the hard things that maybe nobody else will."— David Shar > "As everybody becomes more robotic, what would happen if we became more human?"— David Shar > "Robots get replaced by robots. Humans can't be replaced by robots."— David Shar > "We're in this together, that we're figuring this out together — that, together, we are going to navigate this."— David Shar ABOUT OUR GUEST David Shar, PhD, SHRM-SCP, is President & Founder of Illuminate PMC and a keynote speaker, corporate trainer, and organizational consultant. He is also a popular lecturer in the University of Maryland's I/O Psychology graduate program. As a behavioral scientist and work passion researcher, David conducted the first qualitative study on passion decline in the workplace. He translates cutting-edge psychological research into actionable strategies that help organizations reduce burnout, reignite employee engagement, and build stronger cultures. Known for his infectious passion, humor, and real-world applicability, David has delivered impactful keynotes and workshops across healthcare, law, technology, manufacturing, and more. Website: DavidShar.com [http://davidshar.com/] LinkedIn: linkedin.com/in/DavidShar [http://linkedin.com/in/DavidShar] YouTube: youtube.com/@DavidShar [http://youtube.com/@DavidShar] CONNECT WITH HEARTWIRED Email: drmj@drmjheartwired.com Website: drmjheartwired.com Subscribe: Don't miss an episode — follow on Spotify. Share: If this conversation moved you, share it with a leader building something more human.

The Last 20%: How a CFO Uses AI, Reads Rooms, and Tells Clients What They Don't Want to Hear

SHOW NOTES: HEARTWIRED – EMOTIONALLY INTELLIGENT LEADERSHIP Episode Title: The Last 20%: How a CFO Uses AI, Reads Rooms, and Tells Clients What They Don't Want to Hear Host: Dr. MJ Guest: Jay Kaplan, Co-Founder & Principal, Tuross Group EPISODE SUMMARY In this episode of Heartwired, Dr. MJ sits down with Jay Kaplan — co-founder and principal of Tuross Group, an outsourced financial operations firm serving complex businesses across the U.S. — for a conversation that turns out to be as much about emotional intelligence as it is about finance. With 15 years embedded in the real world of small and mid-sized businesses, Jay brings the grounded perspective of someone who has sat at the table when the numbers reveal hard truths — and had to decide what to do with them. He shares how his team uses AI to compress hours of analysis into minutes, why he still insists humans own the last 20%, and what it actually takes to walk into a room with data that calls out the good, the bad, and the ugly — and say it out loud. The conversation covers AI policy in regulated industries, the danger of yes-man AI, reading the room when you're the outsider delivering difficult news, and why the leaders who survive the AI wave will be the strategic thinkers — not just the technically skilled. KEY TAKEAWAYS AI HANDLES 80% — HUMANS OWN THE LAST 20% Jay runs a 50-person financial firm where AI is deeply embedded in daily operations, and his rule is clear: AI takes you most of the way, but the final judgment, interpretation, and decision always belongs to a human. The models get things wrong. They hallucinate. They need a final set of eyes from someone who understands the context well enough to catch what doesn't add up. AI IS A YES-MAN — YOU HAVE TO CHALLENGE IT If you ask AI what it thinks of your idea, it will tell you it's great. Jay's workaround: pit multiple models against each other, assign them specific expert personas, and actively prompt for conflicting viewpoints. Use the three outputs to inform your own judgment — don't let any one of them replace it. DATA CALLS OUT THE GOOD, THE BAD, AND THE UGLY When a leadership team sees a real-time financial snapshot for the first time, the room shifts. The data highlights who's performing, where the margins are bleeding, and — often painfully — when a long-trusted employee is in the wrong seat. Jay's job is to surface that truth clearly. What happens next is always the client's call. DON'T ASK QUESTIONS YOU DON'T WANT ANSWERED Jay's quiet rule with clients: if you ask for an honest assessment, you're going to get one. His team takes emotion out of the numbers and calls it straight — not to be harsh, but because that's the job. The leaders who can receive that information and act on it are the ones who build durable businesses. The ones who can't often already know it, even if they don't say so. CULTURE AND LEADERSHIP QUALITY SHOW UP ON THE BALANCE SHEET Financial data doesn't lie about organizational health. Inefficiency, the wrong person in a key role, founder's syndrome, middle management problems — all of it eventually surfaces in the numbers. Jay reads those signals in person, not over Zoom, because the most important information in a room is often what the data alone can't show you. SENSITIVE DATA HAS HARD LINES — EVEN WITH ENTERPRISE AI Jay's firm uses enterprise-level AI with full security controls and normalizes data before it ever enters a model. But his line is firm: personal identifying information, social security numbers, and protected health data under HIPAA do not go in. Security features help, but they don't eliminate risk — and in regulated industries, that distinction matters. CRAWL, WALK, RUN — ESPECIALLY WHEN THINGS LOOK GOOD Jay's advice for leaders who suddenly have clarity: don't race ahead. Build reserves, diversify your client base, keep your financials current within 24 hours, and think horizontally — not just about what you're making, but when it actually arrives and whether you can stay afloat while you're waiting. Most small businesses are three to six months from insolvency at any given time. Clarity is a tool, not a green light. STRATEGIC THINKING IS THE JOB THAT WON'T GET AUTOMATED In finance and law alike, the routine work is already being compressed by AI. What remains — and what will grow in value — is the ability to sit on top of these tools, challenge them, interpret their output, and translate it into action with full business context. The professionals who can do that will thrive. Those who can't will be the first to be automated out. MEMORABLE QUOTES > "Don't ask us a question you don't wanna hear the answer to."— Jay Kaplan > "A good leader takes all the blame and gives all the credit to everybody else — and that's hard for a lot of people to recognize."— Jay Kaplan > "That would've taken me hours to do in the past. It took minutes — but because I have the creativity and the strategic knowledge on top of it, I can talk intelligently about what it produced."— Jay Kaplan > "If you're worried about how you're gonna feed your family this week, all the forward-planning stuff doesn't resonate."— Jay Kaplan ABOUT OUR GUEST Jay Kaplan is Co-Founder and Principal of Tuross Group, an outsourced financial operations and advisory firm serving complex, highly regulated businesses across the United States. He operates as an embedded CFO, leading finance functions for companies ranging from early-stage operators to multi-entity businesses generating up to $50MM in annual revenue. At Tuross Group, Jay leads a global team of 50+ professionals delivering financial data that is consistently no more than 24 hours current — covering accounting, payroll, AR/AP, inventory, and reporting. His firm is deeply embedded in the cannabis industry, with expertise in 280E mitigation, cost accounting, multi-entity structuring, and building lender- and investor-ready financials. His focus: helping operators move from survival mode to scalable, disciplined businesses. CONNECT WITH HEARTWIRED Email: drmj@drmjheartwired.com Website: drmjheartwired.com Subscribe: Don't miss an episode — follow on Spotify. Share: If this conversation resonated, share it with a leader who needs to hear what the numbers are really saying.

Know Thyself First: The Self-Awareness Foundation Every Leader Needs in an AI World

SHOW NOTES: HEARTWIRED – EMOTIONALLY INTELLIGENT LEADERSHIP Episode Title: Know Thyself First: The Self-Awareness Foundation Every Leader Needs in an AI World Host: Dr. MJ Vignone Episode Type: Solo — Teaching Episode EPISODE SUMMARY In this solo teaching episode of Heartwired, Dr. MJ goes deep on the first — and most foundational — competency of emotional intelligence: self-awareness. Building on conversations from earlier episodes about how rapidly AI is reshaping leadership, she makes a case that the smarter AI gets, the more essential it becomes for leaders to know themselves clearly. This isn't a pep talk about journaling more or reflecting harder. Drawing from neuroscience, organizational psychology, and her own hard-learned leadership experience, Dr. MJ unpacks why most of what we've been taught about self-reflection is incomplete — and in some cases, actively working against us. She introduces the concept of calibrated self-awareness, explains what happens neurologically when we name our emotions precisely, and shares a practical three-part framework leaders can begin using today. The episode closes with a three-question reflection practice and a preview of the next competency: self-management. KEY TAKEAWAYS 95% OF US THINK WE'RE SELF-AWARE. ONLY 10–15% ACTUALLY ARE. Research by organizational psychologist Tasha Eurich found a staggering gap between perceived and actual self-awareness. The culprit: confusing self-attention (noticing emotions) with emotional clarity (naming and understanding them). High emotional attention without emotional clarity is associated with anxiety, rumination, and eroding self-confidence — not insight. INTROSPECTION WITHOUT CLARITY CREATES NOISE, NOT AWARENESS More reflection is not always better. The goal is calibrated introspection — the kind that generates insight rather than paralysis, and informs action rather than immobilizing it. Leaders who are highly self-focused but lack clarity often loop endlessly, unable to make decisions or trust their own read of a situation. SELF-AWARENESS OPERATES ACROSS THREE DIMENSIONS True self-awareness isn't just emotional — it spans physical awareness (what your body is signaling right now), emotional self-awareness (naming feelings as data, not reacting to them blindly), and relational self-awareness (understanding how your moods, presence, and actions ripple outward to affect the people around you). Leaders who miss the relational dimension aren't self-aware — they're self-focused. NAMING YOUR EMOTIONS LITERALLY CHANGES YOUR BRAIN Affect labeling — the deliberate, precise naming of emotions — measurably reduces activity in the amygdala and re-engages the prefrontal cortex. When you go beyond "stressed" to "I feel afraid that this decision will reveal I don't have all the answers, and that fear is making me defensive in this meeting," something neurological shifts. The emotional charge quiets. New neural pathways begin to form. IN AI-INTEGRATED ORGANIZATIONS, BLIND SPOTS GET ENCODED AND SCALED Every AI system is built on human decisions, human data, and human assumptions. When a leader lacks self-awareness, their blind spots don't stay contained — they get baked into the systems, invisibly shaping outcomes for hundreds or thousands of people. Dr. MJ shares the story of a leader who discovered her customer value assumptions had quietly biased the AI agent her team had trained. Self-awareness in AI leadership isn't just personal development. It's strategic risk management. THE THREE-STEP FRAMEWORK FOR CALIBRATED SELF-AWARENESS Dr. MJ introduces a practical practice built around three daily check-ins — morning, midday, and end of day — to track physical signals, name emotions precisely using affect labeling, and assess your external impact on the people around you. The goal is not analysis. It's noticing. That shift alone begins to rewire how self-awareness operates. SELF-AWARENESS IS THE ROOT OF EVERY OTHER EI COMPETENCY Self-management, empathy, social skills, authentic leadership — all of it flows from this one competency. Without it, every other EI skill is built on an unstable foundation. In a world where AI is handling more and more of the analytical work, the leaders who know themselves will be the ones who know when to trust the data, when to trust the humans in the room, and when something in their gut is sending a signal worth listening to. MEMORABLE QUOTES > "Real calibrated self-awareness is like a musical instrument. It has to be tuned carefully to be useful — tuned so that you project that beautiful essence of who you are."— Dr. MJ > "A leader who is blind to their impact is not self-aware. They're simply self-focused."— Dr. MJ > "AI amplifies everything — which means it amplifies you. The question is whether what's being amplified is your wisdom or your blind spots."— Dr. MJ > "Stop reacting and start responding — and understand the impact you have before you hear it from someone else."— Dr. MJ RESOURCES MENTIONED Tasha Eurich — Organizational psychologist and author; research on the self-awareness gap (95% vs. 10–15%) Dr. Daniel Amen — Referenced for the concept of ANTs (Automatic Negative Thoughts) Marshall Rosenberg — Nonviolent Communication framework (referenced in context of emotional language) Self-Awareness Class — Coming soon at drmjheartwired.com [https://drmjheartwired.com/] ABOUT DR. MJ Dr. MJ Vignone is an executive coach, speaker, and podcast host who helps leaders thrive at the intersection of emotional intelligence and artificial intelligence. As founder of HeartWired Leadership and host of the Heartwired podcast, she empowers leaders to lead with empathy, authenticity, and emotional agility in a technology-driven world. With more than 20 years of leadership and organizational development experience, Dr. MJ blends evidence-based coaching with human insight to help leaders connect, perform, and inspire. She holds a PhD in Human and Organizational Systems from Fielding Graduate University, an MBA, and is an ICF-accredited coach (ACC). Website: drmjheartwired.com [https://drmjheartwired.com/] LinkedIn: linkedin.com/in/maryjeanvignone [https://www.linkedin.com/in/maryjeanvignone/] CONNECT WITH HEARTWIRED Email: drmj@drmjheartwired.com Website: drmjheartwired.com Subscribe: Don't miss an episode — follow on Spotify. Share: If this episode resonated, share it with a leader who could use a clearer mirror.

The Human Spark: Why AI Needs You More Than You Need It

SHOW NOTES: HEARTWIRED – EMOTIONALLY INTELLIGENT LEADERSHIP Episode Title: The Human Spark: Why AI Needs You More Than You Need It Host: Dr. MJ Guest: Jim Sterne, AI Business Strategist, Author & Founder, Digital Analytics Association EPISODE SUMMARY In this episode of Heartwired, Dr. MJ sits down with Jim Sterne — author of fourteen books, consultant to the world's largest companies, and one of the most grounded voices in the AI conversation — to explore what artificial intelligence actually is, what it genuinely cannot do, and why the leaders who understand that distinction will be the ones who thrive. With 45 years at the intersection of marketing, data, and technology, Jim has watched every major wave of technological disruption — from the World Wide Web to analytics to machine learning — and emerged with a clear-eyed, deeply human perspective on each one. He unpacks why AI hallucinates by design, how a CEO built himself a custom financial advisor for free, and why IKEA's response to AI is the model every company should study. The conversation covers the danger of treating AI like Google, the leadership vacuum that bad AI policy creates, what the future of work actually looks like, and the one question Jim says everyone should be asking their AI tools right now. KEY TAKEAWAYS AI IS NOT A DATABASE — IT'S A PROBABILITY ENGINE AI doesn't retrieve knowledge; it calculates the statistically most likely next word based on a mathematical model of language. That's what makes it creative — and what makes it hallucinate. It isn't broken when it makes things up. That is exactly what it was designed to do. Leaders who understand this use it wisely. Those who don't, publish errors with their name on them. TASKS ARE NOT JOBS AI can do tasks. What it cannot do is decide which task matters, in what order, with what level of emphasis. That judgment — the ability to set priorities and own outcomes — is the job. The leaders and employees who understand this are irreplaceable. Those who treat their tasks as their identity are at risk. THE BEST USE OF AI IS THE BRAINSTORM PARTNER Don't ask AI questions the way you'd ask Google. Ask it to turn your ideas on their head. Ask it what you haven't thought of. Ask it what the unintended consequences might be. The magic isn't in the answers — it's in the questions it forces you to ask. And the most powerful prompt Jim uses: "How can you help me with this?" YOU ARE RESPONSIBLE FOR THE OUTPUT When AI generates something and you publish it, that's on you. Jim treats AI like a brilliant, eager, slightly unreliable PhD intern — useful, enthusiastic, and absolutely not to be trusted without a final review. Always ask for citations. Always check where the information came from. Your name goes on it. Own it accordingly. POLICY FIRST — THEN TRAINING, THEN CULTURE Leaders who ban AI because they don't understand it are simply uninformed — and the window for that excuse has closed. The right sequence is: educate the leadership, write a clear policy (hard rules plus guidelines), then turn employees loose. Policy also protects the company legally. Without it, liability sits entirely with the organization. FIRING HALF YOUR STAFF IS NOT A STRATEGY Companies that use AI to cut headcount and maintain output will be crushed by companies that use AI to dramatically increase what the same team can do. IKEA discovered AI could handle 50% of support calls — and responded by training the freed-up staff in interior design sales. That's the model. Human capital is not a line item to optimize away. RELATIONSHIP IS THE FUTURE-PROOF SKILL Agriculture, then manufacturing, now services — every wave of technological disruption shifts what humans are needed for. The next shift moves value toward what AI cannot replicate: trust, warmth, intuition, and relationship. The vending machine and afternoon tea at The Ritz both provide food. Only one is an experience worth paying for. MEMORABLE QUOTES > "AI is absolutely average. Ask it something bland and straightforward, you get a bland and straightforward answer."— Jim Sterne > "It's not your job. That's a task. The job is outcomes."— Jim Sterne > "Ask it how can you help me with this — not please do this thing for me."— Jim Sterne > "You can get a sandwich out of a vending machine, or you can have afternoon tea at The Ritz. It's the same thing — it's food. No, it's not the same thing at all."— Jim Sterne ABOUT OUR GUEST Jim Sterne has spent more than 45 years selling and marketing technical products and is currently working on his fourteenth book. A pioneer in online marketing and digital analytics, Jim founded the Marketing Analytics Summit and co-founded the Digital Analytics Association, where he served as Board Chair Emeritus for 20 years. He has consulted to some of the world's largest companies and lectured at MIT, Stanford, Harvard, USC, and Oxford. Today, his focus is on the business applications of generative AI — helping organizations move from confusion to capability, and from task automation to genuine innovation. Website: targeting.com [https://www.targeting.com/] LinkedIn: linkedin.com/in/jimsterne [https://www.linkedin.com/in/jimsterne/] Email: jsterne@targeting.com