AI Doesn’t Replace Leaders — It Reveals Them with Daniel Morales

You're listening to One Sharp Sword, cutting through to what matters most with Outfluencer, Dr. Wayne Pernell. Welcome to One Sharp Sword, cutting through to what matters most. I'm your host, Dr. P, Dr. Wayne Pernell. I'm your host, your guide, and your coach on this journey. My guest today is Daniel Morales. He's the founder and chief vision architect of AI Shield Insurance, where he helps leaders think, decide, and scale intelligently in this age of AI. You know that my work centers on helping leaders build capacity and enhance trust. That's done in part through a focus on culture. Daniel's work leverages this powerful idea that AI should amplify human judgment and emotional intelligence, not replace it. And that alignment inside an organization matters more than the tools themselves. Soft skills, they will never go out of style. That's why I wanted to have this conversation with Daniel. He brings a grounded, service-driven perspective to the future of work, helping leaders turn exponential change into intentional growth. Welcome, Daniel. What a pleasure to have you.

Dr. Wayne, thank you for having me. Yay! Excited to be here. You know, after our last chat, when you presented this opportunity to me, I, at first, I won't I'm not gonna lie, I was kind of scared, right? Really done a podcast. And so, you know, the first thing that comes to a person's mind, I guess, who's never done one really, is, oh, great, I get to be put on the spot, which is great, though. It's good, right? You know, so, yeah, you know, I'm happy to be here. And I'm, you know, for this opportunity.

Well, Daniel, take a breath, because, you know, my style is very supportive. My style is very conversational. So there's no there's never a gotcha in my— either my coaching, my consulting, or my podcast. There's never a gotcha. It's always building on strengths. In fact, early in my career, one of the things that I found about psychology and one of the reasons I took— you know, I'd earned my doctorate and I came away from traditional clinical psychology because there was such a focus on the disease part instead of the strengths part. At least during the time that I was being trained and came through, uh, courses. And it turns out I was doing or thinking in a way that, uh, it's now called positive psychology. It wasn't called that decades ago. So, um, so I'm focusing on strengths. And really, I mean, this is a human journey. So welcome to the podcast. This is, you know, one of many for you. I'm sure this will this will get you comfortable. And, you know, our listeners want to want the best from you. So it's not putting you on the spot. It's just you being you. So, right.

So, and, you know, and that, and that, you know, you, you kind of, after our talk last time, you kind of, you know, I, you made that point, you know, you just threw our conversation last time, how, you know, relaxing you made it just just the engagement. It was just, you know, it gave me some hope for this podcast. Like, all right, he really wants me to just be myself and just go with the flow and, you know, and just have a good conversation. So that made it a lot easier.

That's awesome. That's all I want for any of us, actually. You know, it's like, I would love— I would, you know, if I meet somebody, I just want it to be a conversation. I want to find out about them. So, so let's, let's talk about— let's launch in, you know, let's get to know a little about you and what you're doing. So you've got this thing called AI Shield Insurance, and it's a, it's kind of a novel idea. So let's start there. And then what I'd love to do is to back up into kind of what got you here. So I, you know, you and I did get a chance to talk. Your journey is pretty interesting, actually. And And so that's why I also wanted to bring you here. And so start with, you know, AI Shield Insurance. You know, it's a chance to promote you and what you do, but also like it's a unique concept and I really like that. So talk a little bit about that and then we'll go into the path that got you here.

Okay. So right now, AI Shield Insurance, And it's a little difficult to kind of talk about without kind of going back into—

go back, do your thing. So no rules, Daniel. All right, as long as you don't talk about, you know, what was it that you threatened aliens and Flat Earth, it's all good.

No, yeah, but okay, so I, I do— this conversation should start with a little backstory, right? Because, uh Cool. A little over a year ago. Um, and, and my background, you know, I, I spent time in the military. I actually retired recently from the military. Um, and, uh, so what branch?

At what, at what level? I mean, as long as we're celebrating you.

So I was United States Army, um, for about 20 years. I was, uh, medically retired just from injuries from being in. And, um, and, uh, Well, I should say thank you. Oh, thank you. You're welcome. Thank you. So about a few years ago, I started— I guess you can say the reason for creating this company, right? You know, it wasn't like one day I woke up, said, hey, I'm going to just create an insurance company and I have this wild idea. What really got me is I started noticing trends in terms of, um, the, the writers in Los Angeles who went on strike, right, because of artificial intelligence writing the screenplays, or that was part of the reason they went on strike, wasn't completely. And then fast forward a little bit, you got, you had the dock workers, uh, who were going on strike because of their jobs being replaced by automation, right? Uh, and, you know, occurred to me at that point, this idea just kind of came to me, especially a couple years ago when AI, you know, was, was, I think, more fear-based with everything. Oh, AI's taking everything over. Skynet is active. And for those of you who get that reference, I started really thinking about—

we all get that reference now. Wow.

Well, it kind of hit me like, wait a minute, there's really no safety if if artificial intelligence, if this new age of AI is really about to take over, and this is the new quote unquote, uh, industrial revolution, right? What happens to the people who, you know, who are displaced overnight, right? Because, you know, AI can— you're, you're seeing remnants or you're seeing little tidbits of it now. People, you know, companies, you know, fire, or I'm letting go hundreds of people or thousands of people. And what happens to those people who are let go overnight if that were the case, right? So I, there, you know, I did my research. I looked, there were, there was really no safety net to protect from this supposed doom, right?

Yeah.

Um, and, uh, that, that kind of, when I came to that conclusion, I said, you know, there's no safety net. I don't really see anyone addressing this. I think it's just kind of everyone's just kind of waiting to see what happens with this takeover, with this transition, with, you know, the, this whole thing. And I said, you know what, I'm going to try to create a safety net. So I went on this journey to create an insurance company, right? And, uh, It's funny what, you know, what I learned along the way trying to create an insurance company. It's not as easy as you think, you know. It's, uh, well, first off, it's a new insurance. It's a niche insurance. And, um, they don't like that. The insurance industry does not really like new niche insurances if they're already— if they're not already dabbling in it, right? So they didn't come up with the idea themselves. It's not really, uh, something that that it's gonna, you know, swing well in that, in that industry. So a lot of red tape, a lot of legal stuff that, you know, I didn't think about in the beginning when I went on this journey to create AI Shield Insurance. And about 6 to 8 months ago, I kind of pivoted. And again, going back, as I was building this company, ironically enough, using artificial intelligence to help me build a company. So I started noticing trends as I was building with AI. I started realizing that artificial intelligence, um, actually mirrors the user's intelligence. Uh, and how I came up with that conclusion was as I was building the company and the probabilities that AI was giving me, the speed in which the probabilities was, you know, that was given to me as I was building this company. And as I was taking the steps and going through the red tape, it was, it kind of, I had to kind of pause for a bit for a moment and realize like, wait, artificial intelligence is a lot more than just the software that amplifies everything. It's, it, it speeds up ambiguity. Ambiguity. I'm sorry, that word—

ambiguity.

Ambiguity. And it, it just—

it actually streamlines the stochastic process, right? Yes. And stochastic, for the listeners, is about probabilities.

Yes, right.

We often think in terms of causality, right? And, you know, the way I like to explain it is that there's correlation and there's causality, and then there are probabilities that lead to a very likely outcome. Correlation is like jumping to a conclusion that when you eat more ice cream, you're more likely to get a sunburn, and therefore ice cream causes sunburns. And the truth is, right, it's that you're outside more, it's summertime, you are eating more, right, cooler desserts. And it's the idea of being outside. But so you could link a correlation between ice cream or popsicles to sunburn, but there's not a causal relationship. The probability that this happens during a particular time, that's the stochastic essence. And so all of this, I'm filtering it back so that I can turn it back to you. All of this is about AI. Being really fast at assessing probabilities. Right now, it's actually not that great at it. It streamlines a whole bunch out, which is better than what we as humans in our slower process, we would get there, but it would be slower. So it does streamline it. That said, right now, AI is still taking in a lot of things that don't actually relate. And so the probability piece is, is tough. So, well, back to you.

Well, so yeah, absolutely. And going back to the pivot, you know, once I came to this realization, I guess you can say once this understanding, I started noticing trends just from, you know, reports from you know, IBM and McKinsey and, and I started correlating what I was fi— finding as I was building my company with a, a lot of the issues that companies are seeing now with AI adoption implementation and not getting the return on investment that they initially thought they would. So I, I asked myself, right? I said, so why You know, with all these great tech stacks and all these great implementations and all this money being spent on artificial intelligence to help a company grow, to help a company expand, to help a company become better in every way, why are so many companies stalling, uh, with, with artificial intelligence? Why is this such a, you know, a known issue? Why is this such a becoming a big thing here? That's when it hit me. That's when I, from building the company, that's when it hit me that the decision-making process will always, from the decision maker and the decision-making process will always be the end result from the probabilities artificial intelligence gives you. So it's not artificial intelligence, which can give you as many probabilities you want and even can choose for you what the probability, you know, that, that you want it to choose from. But the decision and the responsibility will always be on the, the, the decision maker, I guess you could say. I'm not kind of circling back, but I, um, and that's when I got into the advisory work. That's when I, when I figured that out and I started truly understanding that, I started seeing, you know, the, the breadcrumbs in terms of, oh wait, this, it's not a tech problem, it's a decision-making problem. That's why I decided to go the advisory route and kind of—

So you're advising leaders on sometimes on what the questions are to ask AI or what the prompts are for their specific business. That's kind of what you're doing these days, right?

Yes. And yes. And through, you know, through the diagnostic that I created and that allows us to see the friction points. So if a company is stalled, a lot of it is decision architecture, right? A lot of it is governance and it's not, oh, let's add more tech to fix the problem. It's, it stops at the decision maker and that's what we, that's what I address. That's what we're, you know, but That's what we're fixing, I guess you could say, right? That's what the advisory work is for. And, you know, it's, it's funny because I don't think I was the first person to kind of discover this, I guess you could say, or realize this, you know, but it's hard for a leader to admit that, hey, it's my decisions that are costing you know, this not to grow or this to stall or whatever, you know, who wants to admit that, you know, so it's, I think a lot of it is ownership and awareness. And that's essentially what we're trying to bring, just bring, you know.

So who, who would call on you? Actually, before, before I, before you answer that, because I've already asked it, before you answer that, I had thoughts as you were talking, and one of the thoughts was, um, it sounds like a GEICO issue, right? Like garbage in, garbage out. And so if you're asking really bad questions, you're gonna get answers that are at that level of not so great. And so, you know, you want to take the lid off so that the, the leader can actually rise to a higher level, right? Um, in asking intelligent questions, because It's the large language model, right? The LLM that you're using, right? So LLM basically draws from knowledge that's already out there, right? It's not doing its own thinking. It's just drawing from knowledge that's out there. And it might put it in a voice or a tone as you read it that reflects you specifically, each of us. So, you know, our own ChatGPT responses, we could each ask the same question and get a get the same answer but couched slightly differently, right? So, um, as you— I'm just, I'm thinking about this, like, as you, you have a tool that's diagnostic, you have insurance that helps, uh, that helps employees if they fear being laid off.

Well, so the insurance part, we're still working on that side of the house. Okay. Because like I said, like I mentioned, and this is where I didn't want to be— make it sound too confusing for your viewers or anyone out there. The insurance part is we're still working on.

Okay.

You know, it's, it's a lot harder to, like I said, uh, with the new niche insurance, it's a lot more red tape than I, you know, realized.

Yeah. I, I, so I remember when, um, when pet insurance, yes, hit the market.

Yeah.

And that was a big deal because, like, who insures their pets?

It's just a pet.

And then it's like, no, it's more than just a pet. And yes, we're insuring. And yes, there's a lifespan of a predictable lifespan. So there's, uh, all the actuaries that go with each breed of whatever. And, um, and just insured our cats.

Oh, wow.

So to Oh yeah, to recognize that there's a need for, wow, potential instant turnover in an organization. Who's like— you are, you're still developing that product, right? Um, so that's not available yet. What you are working on and what you do have available is this, uh, assessment and your advisory.

Yes.

So talk a little bit about that and How did you get to be the expert in that?

So, so, yeah, so the advisory part of AI Shield Insurance, right? Again, it's, it's really there's two parts, right? So you have companies who already implemented AI into their systems, right? It's running full capacity. And then you have companies who are kind of on the edge, who are kind of like, Well, AI's here. Do we just wait? Do we install? Do we, you know, and I work both ends of that, you know, so the people, so the companies who already have it installed, who already are running artificial intelligence and all into all their systems and who are, who are coming up short or not necessarily coming up short, but who are kind of have, you know, those stalled pilot programs, right? That's who we're focusing on more so right now. That's the leaders in those companies who are making decisions. That's what we're reaching out to. That's what we're having conversations with. That would be the main base right now.

That's great. That's, that's very clear, right? So if you've got an organization or if you're in an organization, they've started to implement AI and It's sort of on pause right now, right? You would call it, it's stalled. It's stalled out. No, it's just on pause till we figure this out. Right. That's when people would reach out to you and go, okay, help get us unstuck. What's our next thing we do with this?

Right. And that's, that's where I would present the diagnostic. The company doesn't have to make a decision, right? The diagnostic is really to show the company where the friction points where the stall is and why. And after that, the company has to decide, or whoever has to decide what they want to do after that. Our job really is just to show, hey, this is most likely why the AI stall is occurring. Here are friction points. Everything up until this point, or even continuing on, is just trial and error, right? It's, you know, at the, at the base at the premise of even creating AI Shield Insurance and then pivoting over to this advisory work to try to help companies with their AI stalling problem, return on investment, not seeing that. It just came down to how do I help?

I love that.

This company, how do I help people work through this problem. There's— it really just came down to that. Like, how do I—

It's such a noble question, right? If we all— if, like, actually, that is, by the way, how I wake up every day. Like, how do I serve greatly today? That's the foundation of your business. How do I help a leader solve this problem? Great.

Right. And it just— it, you know, I noticed the pattern. And I noticed the pattern that was connected to, to a lot, a lot of the issues companies are facing with artificial intelligence, right? And, and the stalls and the return on, not seeing the, the return on investment that they, they were, they thought they were gonna get, or maybe they were promised. And I saw a pattern and, and it just, I said, okay, so what am I gonna do about that? If I see a pattern, am I gonna keep this to myself? Am I just gonna, blog about it. And, and I said, no, I'm going to try to bring this awareness to those who are dealing with this problem. And going back to the trial and error along the way, yeah, I'm not going to say the process is perfect yet, right? Because it's, it's, it's a work in progress. It's You know, it's every, every conversation I have with this decision maker, CEO, founder, you know, a business owner, every conversation is not the same as the one I had previous, you know, nor should—

right, nor should it be, right. And I get a sense that you do a thing that I call co-creation.

Right.

So it's like you sit with, you sit with a leader, and you go, well, what's the best possible outcome?

Right.

Right. And then you sit back and use your expertise and go, this is how I think I can help. And you have a proprietary tool and you have a good background. And so you use your logic path and bring your expertise into the organization. I love that. And it's, you know, when I first, when I gave the introduction about you to this podcast, I was talking about your very human-centered way of being, right? That you, you kind of put humanity back in AI, which is so important. So, um, no, that's—

I'm glad you said— yeah, 100%. Um, and, uh, you know, sometimes I, I have to just take it back to that foundation.

Yeah.

You know, it's so easy to get caught up in, oh man, you know, I'm talking to this CEO or this person and their— this background and all this artificial intelligence and this and that. It's so— and sometimes it's like, wait a minute, I'm not here to help solve this particular problem. My way could be wrong, my way could be right. I guess there's no way to tell unless, you know, we work through it together, right?

And so I have a thing that I do with when I, when I run retreats, I will challenge my clients with this one question, and I'll just share it here. And that is, you know what it feels like to be wrong? And most people are like, right, it's like that sense of— and the truth is, no, what it feels like to be wrong is exactly the same as it feels like to be right. It's what it feels like when you find out that you've been wrong, that you had that sense of, oh no, right? But you carry on. You start down a path, you don't know whether it's right or wrong. And so it's about exploration and it's about using that feedback and getting the feedback and making— leveraging that really fast, like a GPS. Oh, you must go this way. It's like, that road is closed. I'm taking a left.

Awesome.

Right? And you course correct.

Right. And I think that's been one of the biggest learning experiences during this process.

I would hope so.

Yeah, the course correction has humbled me. It's been, you know, yeah, just, and the amount of, look, there's, listen, these decision makers, these CEOs, these founders, Uh, these business owners, they didn't get there just for, just by chance, right? These, these, these people, including yourself, Dr. Wayne Pernell, these people are, are, they're top of the litter, right? They, they got picked for those positions or they, you know, because they know what they, they know the industry that they're in probably better than anyone. They, they, you know, that they're so. But sometimes, um, artificial intelligence can give us probabilities, probabilities so fast, right? And take the decision maker at that point, right? You know, everything prior to AI was linear, right? You know, you get a decision, you know, you wouldn't feel the effect of that decision for months. Not with artificial intelligence, you know, you, you can see the effects of that decision within days. Everything, it's, it's almost as if compressing time with it, right? You know, so, but we all need help sometimes, right? You know, even the, even the top guy needs sometimes needs to be made aware of, hey, sometimes it's not a tech issue. It could just be a governance issue, decision issue. You know, But yeah, then again, it's hard to— it's hard to tell someone that, you know, ego could be involved, and you don't want to, you know, say, hey, it's really not the tech's fault, it's your fault, let's try to fix that. You know, that's—

that's— I'm not a big fan of blame. I do, however, put responsibility back in front of people, right? And right, and it's like, look, it's your responsibility to grow Right. Um, you are, you know, Daniel, you, um, you're a fan of increasing knowledge.

Yes.

And I think that when you show up and you offer that, um, that it's not blameful, it's actually, hey, you know, here it is, um, there's a different way of looking at this. And right, it's more an invitation, right? Um, can we— can you talk I'm going to introduce this topic and have you think about it as I'm talking. Okay. So the topic is this. What were maybe 2 or 3 of your top leadership lessons along this path? Like, what did you learn? And I have a couple of notes that I've made that I wanted to bring to our audience. You, as I'm talking, can be thinking about, well, yeah, that one, or wow, I have some others. And I'm giving this to you because of the way you process information. So I'm laying it out there, letting you think about it.

And yeah, yeah.

So as we've been speaking, this is the kind of stuff that's come through for me. One, in terms of leadership, be intentional, right? Two, grow your knowledge, like know that you don't know it all. And if you come in with that understanding, you know, I have a TEDx out there that's got 2 million plus views on it. And I— in it, it ends with me talking about how people make assumptions, or shouldn't, or should. And actually, there's one assumption that I really encourage people to make, and that is the assumption that you don't know everything. You don't know everything about the context, the other person, even yourself. You've got blind spots. So you begin to ask, like, you grow your knowledge by asking questions like, what am I missing? What could I be missing about the context, the situation, the other person, myself? And then the third kind of point that I've pulled out for us to think about or to highlight is that you allow for AI to enhance your decision-making around probabilities. That it's not AI is making all the decisions, it's AI gives you information that enhances your decision-making. And so that's one of the gifts that you bring to leaders, which I think is great. So what would you add to that list?

So I love— well, I love how you spoke about intentionality, right? And this is— that is a big thing. And no, you know, no blaming, right? I'm more about inviting. So I, you know, I don't— I think intentionality, especially in this age, is huge. I have it.

I used to—

I used to have this saying where intentionality leads to shared understanding. Shared understanding leads to buy-in, right? In terms of an organization, right? If you have— if you're intentional with anything, right? If you're a leader, if you're intentional with with the decision you make, you're intentional with the involvement of your teams, that's going to lead to shared understanding. And if everyone is in shared understanding, everyone is on the same page, you're going to have buy-in. And it kind of creates a feedback— it kind of creates a loop, right? It's— yeah, because once you have buy-in from the organization, you got it. You know, there's no— you don't have to sell. You don't like everyone's bought in. But I think until you reach that portion of buying, uh, you need shared understanding. Going back to being intentional, I think intentional is the focal point, right?

Yeah.

Um, and, uh, it's funny, I, I, uh, I used to— that, you know, when I was posting on LinkedIn, probably about 6 to 8 months ago, back when I kind of pivoted. I was talking about that a lot, and I was talking about that, especially with, with the AI adoption and integration. Right. And I, and I, and because another thing that I, that I started noticing was not everyone in the organization was open to AI adoption and integration. You had pockets of people just kind of like the dot-com era when the internet first came out, you know, people are all Internet, what the hell, you know, what's this? We're not— we don't need the internet, you know.

But then people said it about cars.

People said it about cars.

People, you know, what's wrong with our horse and buggy? It's like, well, no.

And, uh, so, you know, that's one of the things that, you know, I, I, I was really big on, just that whole— just being intentional, especially with the adoption. And, you know, because once you have— once you have the shared understandings with the AI adoption integration. Once you have the buy-in, that alone, you know, change— changing the culture in that way would help, in my opinion, with a lot of the stalls and a lot of the, you know, the return on investment issue going on.

I'm gonna, I'm gonna add to that, right? So it's one thing to be intentional, and it's another thing to be really over-communicative about it. Like, right, right. So when I consult, I'm, I'm encouraging my leaders to not just communicate, but overcommunicate. Whatever you think is enough communication, you've got to triple it, quadruple it, 9 times it, like, make sure that what you believe and what your intention is really is embodied by you as the leader and really is talked about a lot by you. So, you know, if your intention is, look, we're going to use AI to enhance the way we make decisions, talk about that. So it's not scary, right? So that's, I think that's really great. I am going to bring this to a close by asking you 2 questions.

Okay.

One is, is there something that we didn't talk about that you were really hoping we could talk about? And usually people go, no, I think we covered it all. But you might have a thing or 2. And then the other is, if people want to reach out to you, what's the best way? Would that be LinkedIn or somewhere else? So those two questions.

All right, I'll answer the first. First off, Qui-Gon Jinn should have not been killed so easily by Darth Maul. Uh, no, just—

that's cool. I mean, I'm, I'm a Star Wars fan totally, so it's all good.

I thought that fight was crap. He should have killed him that easily.

Okay, sort of came out of left field, but all right, I'll go with it.

That's good. No, I'm just trying to ease the moment, right? Uh, Laughter is the greatest cure, right? No, you know, I just, you know, I came into this, this conversation, this podcast, just like I said, my— I was expecting to, you know, and like we talked about earlier, I was—

I thought I was going to interrogate you.

Yeah, you know, You know, it's like there's no gotcha in my world.

I'm allergic to that.

Well, you know, you know what, you made a good point earlier. You know, I— oh good, I, um, no, you did, because I— you prepare, right? Because let's say this is someone's first podcast and, you know, like, who's— oh yeah, let's say it's— and, uh, you're under the assumption like, oh, I better— let me I better research this, make sure my, my T's are crossed, my I's are dotted, right? So you kind of, you kind of go into a, uh, your thought going into this, at least mine was, I better make sure that I have all my stuff ready to go. And, you know, it's, I, you know, and, and so, you know, earlier when you mentioned that this is just you and me talking, um, you know, no interrogation. Um, that, that definitely eased up the conversation on my part, right? A lot better to—

yeah, good. And I think that'll show. I think that, you know, as, as people have listened to this, hopefully all the way through, that they'll hear the difference in your tone. Look, we all, we all have that sense at some point, you know. We don't, we don't come on to any particular scene as the expert. We grow through it. My first TEDx was a disaster, and my second TEDx, as I said, had over 2 million views on it. So I learned a lot, right? What did I do? What did I not do? You know, the pressure of what am I supposed to do? And I think, I think, Daniel, that's, you know, more than just talking about the information that you brought. I think being the gift of this particular podcast is to talk about the process.

Right.

I think that that is really beautiful. The, the idea of, wow, I came into this with a lot of supposed-tos and I psyched myself out, which is basically— you didn't say it that way, but that's what happened. Yeah, right. You had a list of I'm supposed to be a certain way, and you just, you totally psyched yourself out beforehand. And, and to recognize, look, it's just a conversation, right? And for me, you know, I, I mentioned my first TEDx, it was horrible, and It was because I had this sense of I'm supposed to be a certain way. When you do a talk, it is supposed to go— it's supposed to go a certain way. And when you let all of that go and you go, you know what, the message is more important than I am, right? And you go, I'm just gonna bring out these— the points I want to make, these are the things that I think everybody should know. Then it becomes really just, um, it become— there's more ease. And that's like, if we— I'm bringing that up because we are still in our podcast, we're doing this, and I'm bringing that up because as a human process, to give, to allow for that to happen, to just go, look, I can let go of the supposed-tos, that's supposed to go a certain way. I know my stuff. I'm just gonna bring it the way I can bring it. And it's like, that is— and that's all that anybody can ask of you, right?

And really, but just going like I talked about earlier, just foundationally, just going back to the basics. I just want to help people, right? Just what I spotted, something that I think could be a reason or a big reason why this issue is occurring, right?

It's great.

All I want to do is just help people try to get through it.

Yep. That's so good.

That's, that's really the found— the fundamental aspect of it. That's it.

And I think, I think that's beautiful, actually, because, you know, so many people wrestle with, you know, their purpose. And, you know, one of my gifts is being able to help people find their purpose. And we might have done that just in this podcast where you are able to articulate, look, that's all I want to do. I just, you know, how do I help is such a beautiful question. And when you can live in that space, I think that's you living in your purpose. And I think that, you know, you bring that to AI, you bring that to organizations that are stalling out, coming against that wall. I think that's a sweet spot for you. So keep doing that. If people want to reach you, how do they find you?

You can find me on LinkedIn. I have my website, aiShieldOS.com, which is on my LinkedIn. Yeah, you know, it's— that's, that's pretty much the main hub. My LinkedIn, Twitter, or X account that I, that I engage with also. The website is on there as well. So the—

so on LinkedIn, I just want to make sure that people know it's Daniel, D-A-N-I-E-L, Morales, M-O-R-A-L-E-S. And you list on LinkedIn as junior, don't you?

I do.

Okay, so that's really important. Yes, that Morales ends in an S, not a Z. And it is junior. So Daniel Morales, Junior on LinkedIn, and aiShieldOS.com is his company. Daniel, an amazing conversation. Thanks for being here. And my computer has announced that it's the top of the hour. So with that, I will say again, thanks for being here. This is One Sharp Sword, cutting through to what matters most. I'm your host, Dr. P, Dr. Wayne Pernell, again, your host, your guide, and your coach on this journey. We'll see you here again next time. Thanks for joining us. Thanks for listening to One Sharp Sword, cutting through to what matters most with Outfluencer, Dr. Wayne Pernell. For more information, please go to onesharpsword.com.