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Hey, what is up?
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Welcome to this episode of the Wantrepreneur to Entrepreneur podcast.
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As always, I'm your host, Brian Lofermento, and I know that everybody wants to talk about AI this year.
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There's a million different ways that we could be using it, maybe that we should be using it.
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There's a million questions that we all have, and that's why we have found an incredible guest and fellow entrepreneur for today's episode to walk us through all these considerations.
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Because if you know that AI should be one of the power forces and powerhouses in driving your business forward, well, today's guest is really going to shed a lot of light on that.
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So let me introduce you to her.
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Her name is Christy Perdue.
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Joining us is Christy, who is a powerhouse in AI strategy and business transformation, with over 30 years in global B2B software and a track record of driving real results.
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She's the CEO of AlterBridge Strategies, where she helps leadership teams embed AI as a strategic collaborative partner.
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That's a key word.
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We're definitely going to talk about that today.
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Not just another tech tool.
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She's a certified chief AI officer.
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She's an expert in AI governance, compliance and enablement.
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Christy, through all of that work, helps to cut through the AI hype.
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Yes, AI is a bit of a hype train here in 2025 to deliver measurable impact.
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She's worked with everyone from private equity-backed startups to public enterprise giants, helping executives bridge the gap between AI ambition, which we all have, and actual execution, which is the important stuff.
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Known for her no-nonsense, get-stuff-done approach, Christy is here to break down what AI can really do for your business.
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She's also working on a book which I'm so excited to hear about that, so I'm not going to say anything else.
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Let's dive straight into my interview with Christy Perdue.
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Else, let's dive straight into my interview with Christy Perdue.
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All right, Christy, I am so very excited that you're here with us today.
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First things first, welcome to the show.
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Thanks, thanks for having me, christy, I will say, in this evolving world, there's not many people who have made sense of the entire AI landscape.
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You've obviously worked behind the scenes in a lot of business settings as well as at the forefront of AI, so take us beyond the bio.
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Who's Christy?
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How did you get to this place where you are today?
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Yeah, well, it's been quite a journey, that's for sure.
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I have been, as you said, working in this industry for in the software industry, for over 30 years, and that working in every position, it seems, from starting in development management, working through to product marketing, to product management, to strategic technologies and partner management, and then all the way up in settling into product marketing and then working up through that to CMO.
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And in all of those positions I always had a direct line into the C-level, it seemed, for whatever reason, but working through different levels of company sizes, whether it was working for CA or working for a seven-person startup, and what I experienced along the way was always having to be the person either working on the things that nobody else wanted to, or being the person trying to align everyone, and that, along with getting introduced to AI, probably around 2010 when I was working for a company called Autonomy, and that I was always kind of the geeky.
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I always loved the technology.
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It always got me all excited as far as impassioned about what I was doing with my job.
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So I really loved the technology there.
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I love the technology there, and once I continued moving on and was working on information governance at that time.
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And then I got reintroduced when it came to working at a few more companies this past probably, I would say seven to eight years or so to eight years or so for a couple other AI technology companies that not working on Gen AI by any means, but they were working on IT solutions for risk modeling, for risk detection, for anomaly detection more AI ops, you might say, but really using machine learning in various different ways.
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So when Gen AI came out, I was very excited because it actually, as a CMO or a marketing leader, gave me a way, just like with Mini, it was accessible, I could get my hands on it.
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I could start really trying to see what I could do with it, versus it being always the data scientists and I'm talking about how they could use it.
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So it took me maybe a couple weeks of playing with it to really start realizing the power and really start also realizing that my worlds were kind of colliding of what I had been doing for many, many years before with information management, information governance, privacy, data governance and the release of Gen AI, and what those two worlds were going to mean, and my head immediately started spinning of saying, okay, this is going to.
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This month I'm finally, I'm actually going to see it in my lifetime.
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I'm going to see where companies are going to have to really, I'll say, belly up to the bar and care about what they are doing with their data, whether they're being compliant, and not just do enough to make a check on a box.
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So you know and that's what led me to that and a couple other, I would say, kicks in the butt from health reasons that made me decide to go the entrepreneur route of which has always been in me, but the route to go and do this on my own.
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Yeah, I love that overview, Christy, especially because, I mean, you said those words that I've also been thinking it.
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I kind of I was a little bit too young to really miss that earliest internet wave and that completely changed the world.
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But here we are in 2025 and it's undoubtable.
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Ai is already changing the world and that is the next revolution, and so I think we're at this really interesting moment in time where everybody's aware of the power of AI and especially the powers to come from AI.
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But what I really love about your business is you so openly acknowledge the fact that CEOs everywhere recognize it but don't yet have that clarity on what to do with it and what to do about it.
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Talk to us about that chasm right now.
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Where is that gap in people understanding it's a thing and how the heck do we make sense of it?
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and how the heck do we make sense of it?
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Well, I think there's a lot of confusion in the market, and it's not even just that.
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There's a lot of hype and there's a lot of that's coming from the media, it's coming from vendors, it's coming in all different directions, but this just it's just not another tool.
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It's you know.
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I'll use Copilot as an example.
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Microsoft release another product.
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Great, let's, let's roll it out.
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It didn't end up the same way.
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A lot of co-pilot implementations are sitting in stall mode right now.
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Many have rolled out, but the fact is that AI isn't just a tool.
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It's a whole new way of doing business.
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It's a whole different technology.
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That should make every C-level CEO owner step back and rethink how they want to do business, because of what it enables.
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It enables and when, and I think for many, number one.
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It scares them of.
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What does this mean?
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And if I don't have full understanding, I don't want to yet make some of those decisions, and they're so busy already.
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How can I take this on?
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I'm just going to throw it to IT.
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It's an IT thing, it's a technology, it's a tool.
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They'll figure it out, but it takes more than IT to do this, because this is the ultimate people process technology.
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This is a people thing down to the core.
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It is fear.
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It's is a people thing down to the core.
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It is fear.
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I want to say rejection is probably not the right word, but people want to run away from it more than they want to embrace it until they understand it.
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When they understand it, it's going to be that you can't deal without it.
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You fall in love.
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You want to do more with AI, but you have to understand how to communicate around it.
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You have to understand how your employees are going to react.
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There's a lot of fear around job loss.
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What does this mean to me?
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Communication is going to be huge, going to be huge.
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That's not IT's job typically.
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So there's a misconception there that this is just another IT tool or another tool in general.
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It's also.
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You know, we understand the tech side, but then the process side.
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Ai is also one of those things that it's an enabler.
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You throw AI at a good process, it's going to make it sing.
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You throw AI at a process that's already bad, it's going to keep it bad.
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This is the time that you have to re-engineer your processes.
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You have to really look at them and go through the process mining to understand where the bottlenecks are, to understand where things break down, and look at them and say, okay, how should this work?
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Look at them and say, okay, how should this work.
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That's where AI can come in and then even enhance it further.
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And sometimes AI is not even the answer.
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Sometimes it's just automation.
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Good old automation has nothing to do with AI.
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Those are big things.
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So it's not just about rolling out a technology or an upgrade or a new version of Microsoft Word.
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It's bigger than just one of those you know everyday tasks that you roll out.
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Strategic initiative that C-levels, owners, et cetera need to give its due when planning to roll out AI.
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Yeah, christy, one thing I really appreciate about voices like yours in this space is the fact that we're not just talking about how to use AI, and it's so clear in the way you talk about it.
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You emphasize so much that it's not just a technological tool, and we're definitely going to talk about that in a few minutes.
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But what I really appreciate is you talk about the considerations, the strategic side of it, the business intelligence side of it, the business direction side of it.
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Obviously, you work with a lot of C-level executives, so you have a really deep appreciation for that approach.
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But you bring up something that the media loves harping on right now, which is the potential for job loss, the potential for less human workforce needed in various industries.
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Is that something from your perspective, working with these C-level executives?
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Is that something that we set from the top and we're the ones that dictate?
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No, this is going to be something that adds on to what we're able to do, kind of like how you talked about.
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Good processes are actually further enhanced through the use of AI.
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Is this something that is an obligation of the sea level executives?
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Is that a directive that comes from the top?
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How the heck do we navigate these waters?
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Because you're right, these are huge real world matters and implications.
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Yeah, absolutely, I think it does.
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It is a responsibility of the sea level and you know there's.
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The people that you let go out the door are the exact people and the expertise that you need to re-engineer the processes.
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They're the ones that do the daily work.
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They're the ones that the processes, they're the ones that do the daily work.
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They're the ones that understand it.
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They're the ones that have the expertise and the knowledge that needs to partner with AI in order to get the rewards that you're trying to get out of AI, the things that you want to leverage, the game-changing results that you're trying to get out of AI, the things that you want to leverage, the game changing results that you're looking for.
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Ai isn't built to just take over, and I think there's a misconception there.
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I think a lot of the companies that have unfortunately laid off a lot of you know, thousands of people because AI they're bringing in AI will regrettably, see I'm trying to think of the right word regret that because they've let all of their expertise go out the door.
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That is needed to train AI.
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It's needed to work with AI, it's needed to process mine and redo the processes that are necessary.
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I think that decision is absolutely a responsibility of the C-level At the top.
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It's a strategic decision and it is the responsibility to communicate that transparently to your employees of what you plan on doing Now.
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Sure, some roles are going to change I mean they are and it's your responsibility to be honest about that and talk about how you're going to either provide upskilling or a job transition.
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But you need to make that decision.
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To me, this is a human in the loop is always necessary.
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You need to provide AI guidance because it's never going to be 100% absolute and right, at least right now, at least in the near future.
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It's not going to be a replacement and those that made that early decision to lay off people there's very few use cases that I know of that.
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That would be the right decision.
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Yeah, for sure.
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I think we even see it as consumers.
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So many companies think, ooh, ai, customer support agents, but of course, none of us really enjoy those.
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I've seen Amazon, maybe, is one of the companies that's doing it in a somewhat decent way, where they can just issue an automatic refund for all those products that we don't enjoy that we buy.
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But there's very few instances where it is so clear and dry and I think that that human element is so important, which is why I appreciate your approach so much and that's why I really I want to talk about that important distinction that you consistently make in the way that your business communicates this stuff to the world, in the way that you communicate it, and that is a collaborative partner versus a tool, a mere tech tool.
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Because, christy, I will say, as the host of this show, I interact with a lot of entrepreneurs and too many people just view AI as I'm going to prompt it.
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I'm just going to tell it.
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You know, give me social media content, create blog content, do these things for me, me.
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That's not a collaborative partner, that is just prompting a tool to spit something out in return to us.
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Talk to us about that distinction you make collaborative partner versus that tech tool yeah, um, it's interesting because most people see ai as a tactical game, a way to gain tactical um, I don't know for tactical efficiencies.
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Let's put it that way.
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They use it as a a pseudo intern, let's say, and it's exactly the way that you put it.
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They use it for to help for social media and help help me write this email.
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And okay, that's, that's fine, it has its purpose there and, and by all means, use it that way If you, if you want to, you're leaving so much on the table.
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The real game, changing aspects of gen ai and that's what we're talking about here is really understanding how to communicate with it.
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And it does come down to prompt techniques to use when you're prompting and when I say, you know, make it a strategic collaborative partner.
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This comes down to okay, instead of thinking of it as an intern, let me challenge you to think of it as an executive coach.
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Challenge you to think of it as an executive coach.
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How does that change your mindset and the type of discussions or prompting sessions that you might have with it?
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It should immediately start going okay, so that means I should be able to talk to it about strategy.
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That means I should be able to talk to it about marketing plans.
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That means I should be able to talk to it about how do I fix this big problem that I have if I'm talking to it as an executive coach.
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But then how do I do that?
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And that's where these other techniques come in and that's where the importance of actually learning the techniques and getting them down comes in.
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There are techniques such as role playing, which people talk about, but actually learning how to really do it, persona building, which isn't you know, hey, act as a marketing copywriter.
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That's not what I'm talking about.
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I'm talking about building out personas of your actual board members so that you can actually run things by a pseudo of your board, so that you're prepared, or build a persona of one of your biggest clients, so that you can role play with your client before you actually go work with your actual client client, before you actually go work with your actual client.
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Having ChatGDP interview you and there's a technique to doing that, to extract your knowledge out.
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There's a thing as far as bringing you know.
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You get a different kind of reaction to this sometimes when you're talking to someone, but you know, if you and I were sitting here trying to collaborate about something and we're trying to work out this biggest problem in the world.
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You and I only remember so much of what we've ever learned in our lives.
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Why would we not want to invite others, this third entity, into the room that has 100% recall on the world's knowledge of what it's been trained on?
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So, whether that is using ChatGDP, that's been trained on all the Internet and 200 million books, or whatever the number really is 200 million books, or whatever the number really is or whether it's your own LLM in your own company that's been trained on everything your company has ever done, why would you not want that to offer its information?
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Now it's still up to you to make the decision, just like a coach.
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Take their input and you either say thank you but no, thank you, I'm gonna go do my own thing and you know I'm going to be stubborn and not take anything you have to offer.
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Or, wow, I never thought of it that way.
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Yeah, it's just.
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It's a whole different way of using way of using Gen AI and the LLMs to a completely different level of leadership and strategy.
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Christy, I will tell you this as someone who talks to entrepreneurs for a living.
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These are completely new things and I give you huge credit, because it's hard to say new things in the world of AI because there is so much noise and everybody's saying something about AI these days.
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But first of all, I love that intern analogy that you used.
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And then, secondly, you're talking about some high level applications of AI.
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I've never heard anybody say let's build personas of actual board members so that, before you actually speak to them, you've already essentially role-played with them, Something that can really deeply understand them, which, from my perspective, I'm thinking, holy cow, I've got transcripts from so many meetings that I have internally with my team.
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We could start building all of these things out.
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So I love hearing that.
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Now we have the great pleasure of learning from you in today's episode and conversation, which I'm super appreciative of.
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But even more than that, I want to talk about your role, because I think the way that you operate with your business is so fascinating, because business owners we all get it.
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Everyone who's listening gets it.
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We're busy with the million and 10 things that we all have to focus on on a day-to-day operations level.
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So I love the fact that, as a certified chief AI officer that's a title we haven't really heard that much and obviously your business Alter Bridge Strategies the way that you support others people probably don't realize.
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Let somebody else figure all this stuff out.
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Let somebody else look at your business landscape, someone who understands business and understands AI and can implement these high-level strategies.
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Talk to us about what that relationship and that role looks like, because probably most people at this point haven't had someone step into that role for their business.
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Yeah, I got certified as a Chief AI Officer.
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There is a group called ChiefAIOfficercom.
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That officercom, that um, does certify at a very high level.
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It is um global and they do certifications based off of um taking former executives or current executives, also some people that have been, I would say, pmps or lifelong implementers that are at high levels.
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But you have to kind of you don't just sign up, you have to kind of pass a certain level of expectation to then go through the certification process, which is pretty extensive, do a capstone and then go through a panel interview process before certification is applied.
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But they certify you on not just what AI is, but on approaching it strategically and how to implement for a client based off of that.
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So it's very different than you know getting a $300 training on LinkedIn or something like that.
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It's a $10,000 program At least I think right now it's still 10,000.
00:24:53.317 --> 00:24:58.538
But it is a.
00:24:58.538 --> 00:25:11.820
It prepares you basically and and then we have continued I'm actually a fellow at cio I'm also faculty there because I still train and um on ai governance.
00:25:11.820 --> 00:25:17.335
But it prepares you in order to help um clients.
00:25:17.335 --> 00:25:28.673
Some go in and they go and find jobs to be a full-time CAIO whatever title you want to put onto it.
00:25:30.857 --> 00:25:38.258
I call myself an AI strategist because I focus on the strategy and the C-level and the alignment.
00:25:38.258 --> 00:25:40.522
That's my passion.
00:25:40.522 --> 00:25:54.044
Others really love the implementation side and they throw themselves into that, and others really may focus all on training.
00:25:54.044 --> 00:25:56.018
That may be something that they really get into.
00:25:56.018 --> 00:26:14.781
Some go out and start their own business, which is what I did, and we, those that do that, operate, as I would say, more as fractional, in a fractional role or a consultant, whatever you want to call it, but it's more the fractional.
00:26:14.781 --> 00:27:25.752
Some of us can take up to, you know, two year, two year long gigs as a fractional or just act as more of a consultant going in, and that's what I've been doing is I've been going in and, um, helping companies understand kind of as I explained earlier, I think and understanding what ai is you I think this speaks to where the market is right now Helping everybody understand what AI is, what it can and can't do, helping the C-levels kind of align, introducing them to maybe the introducing them to maybe the strategic communication that I just talked about, because that's kind of a aha moment for many and I do that on purpose to make sure that the C-level is engaged and that they understand what's possible, so that we can then have the discussions about how does this change your strategy, your goals.
00:27:26.894 --> 00:27:39.682
And then let's talk about use cases and priorities, because it's important, for if the C-level as a whole is not aligned, it's not going to work.
00:27:39.682 --> 00:27:46.515
If there's one that's still going, I don't think we shouldn't be doing this.
00:27:46.515 --> 00:27:51.704
That's going to stand out in a department.
00:27:51.704 --> 00:27:55.619
It's not going to work if you still have the person over CS going.
00:27:55.619 --> 00:27:56.481
Nah, nah, nah, nah.
00:27:58.391 --> 00:28:08.932
So I want to make sure that everybody is aligned and then we go through a whole bunch of assessments, because it's it's, frankly, it's it's you got to make sure the data is right.
00:28:08.932 --> 00:28:20.565
You got to make sure that, where they are with AI governance, you got to make sure that the their plan and the use cases are aligned with their priorities.
00:28:20.565 --> 00:28:24.480
And we set up for the priorities of the use cases.
00:28:24.480 --> 00:28:39.765
I run them through something we call FHIR that helps prioritize based off of their resources, their data, how ready they are and what's easiest to do, and priorities based off of them.
00:28:40.211 --> 00:28:59.920
It kind of takes in all different data points to align the use cases and we set up the first pilot align and create the solution architecture for the first one and then you start going through process mining on that first pilot and then you bring in the implementation team and we start going.
00:28:59.920 --> 00:29:04.022
Now I can do some implementation but it's, you know, it's not my passion.
00:29:04.022 --> 00:29:16.295
I work with them and I help with the communication plans and the training and all that stuff, but it's um, it's making sure that the top understands that it's not going to be a quick fix.
00:29:16.295 --> 00:29:23.013
You know, getting that once you set it up up here, the rest of it's going to work.
00:29:23.013 --> 00:29:29.972
If you don't set it up up here and get it right, the rest of it will be problematic.
00:29:29.992 --> 00:29:31.013
Yeah, christy, I'll tell you what.
00:29:31.013 --> 00:29:37.884
I always argue with people that I have the coolest job in the world, but I think yours might be right up there, so it's very cool.
00:29:37.884 --> 00:29:56.133
I love the fact that you have that passion and that you're helping so many businesses with that, and I always remind listeners at this point in the interview not only are you a subject matter expert, but you are also one of us, you are a fellow entrepreneur, and so, with that in mind, I always love putting guests on the spot here with this super broad question at the end of these interviews.
00:29:56.133 --> 00:29:58.679
And that is what's your one best piece of advice?
00:29:58.679 --> 00:30:04.829
Knowing that you're being listened to by entrepreneurs and entrepreneurs at all different stages of their own growth journeys.
00:30:04.829 --> 00:30:09.115
As a fellow entrepreneur, what's that one piece of advice that you want to leave them with today?
00:30:11.569 --> 00:30:13.959
Just do it, don't wait.
00:30:13.959 --> 00:30:26.226
The one thing that I had wanted to do this for a long time and I'm one of those examples of it took.
00:30:26.226 --> 00:30:39.259
Yeah, I started out telling you that you know, the technology and everything hit all at the right time and I had a couple health issues that kind of sent me over the edge.
00:30:39.259 --> 00:30:51.063
I had a cerebral aneurysm and then five months later I broke my back, which were my two kicks in the butt where I went.
00:30:51.063 --> 00:30:52.384
I have to do something different.
00:30:53.950 --> 00:30:54.811
I'm very type A.
00:30:54.811 --> 00:30:55.712
I'm very, you know, I have a.
00:30:55.712 --> 00:31:03.464
You know the way I work is, you know, I just I'm I'm kind of like a bulldozer.
00:31:03.464 --> 00:31:10.710
I just go and get stuff done, but I wasn't paying attention to how I was working and why I was working.
00:31:10.710 --> 00:31:14.796
I'd kind of lost my purpose and I definitely have that back.
00:31:14.796 --> 00:31:22.566
But I apparently needed those two kicks in the butt to make me sit back and go.
00:31:22.566 --> 00:31:27.311
I need to take a step back and get my purpose back.
00:31:27.311 --> 00:31:30.413
So don't wait.
00:31:30.413 --> 00:31:37.717
If you're wanting to do something, just do it.
