What we talked about
Travis Summers brings a remarkable dual career journey to this episode of the PreVetted Podcast. With over 23 years of military service in the U.S. Army and more than 25 years of experience in human resources, Travis has dedicated his life to building high-performing teams, shaping organizational culture, and aligning people strategies with business goals.
Show notes
Today we’re joined by Travis Summers, PHR : a seasoned HR leader with over 25 years of experience in human resources and more than two decades of distinguished military service. Travis has built his career at the intersection of leadership, discipline, and strategic vision, helping organizations align people strategies with business goals. From shaping high-performing teams in the U.S. Army to driving organizational growth in the private sector, his journey reflects resilience, adaptability, and a deep commitment to operational excellence
Full transcript
Federico Ramallo (00:00) Welcome back to the PreVetted Podcast, where we spotlight extraordinary people and remarkable talent reshaping our world. Our guest today is Travis Summers. He’s a seasoned HR leader with over 25 years of experience in human resources and more than two decades of distinguished military service. Travis has built his career at the intersection of leadership, discipline and strategic vision, helping organizations align.
people’s strategies with business goals. From shaping high performing teams in the US Army to driving organizational growth in the private sector, his journey reflects resilience, adaptability, and a deep commitment to operational excellence. Welcome Travis to the show.
Travis Summers (00:45) Well, thank you very much for having me. Great to be here.
Federico Ramallo (00:48) Awesome, awesome, yeah, I’m excited to have you. So you have a dual career, 23 years in the Army and 25 years in HR, right? So how these two paths influence each other?
Travis Summers (01:02) How that worked is both careers shaped each other in their own ways. I mean, while the military has taught me, like you said, discipline, strategic thinking, and leadership under pressure, all the skills that became invaluable in HR right now, where decisions directly impact people and organizational outcomes. and HR has shaped my ability to
Empathize, communicate, drive change, which all complemented what I learned in the military.
Federico Ramallo (01:39) I love how you rephrased my question and how you said it. I agree. The discipline from the military organization applied to the private sector that can…
have a significant impact, right?
So what is the moment you realize human resources will be your next calling after military service?
Travis Summers (02:02) Well, that is another good question, Rodrigo. Because after working closely with recruitment, personal management, training towards the end of my military service, what I found is immense fulfillment in helping people grow, align themselves with opportunities, shaping careers.
helping their families out because now they have a job or they’re looking to better themselves and their family. It just felt like a natural extension of what I was doing in the Army for 23 years. It’s just in a different environment.
Federico Ramallo (02:44) Right. Right. Yeah. And I think you mentioned it before about the attitudes of people, and building change. was thinking about, and you were talking about that, was thinking about having to fight through the egos of people, building agreements, which…
I say fighting, but what I’m trying to say is that there’s usually resistance to change, right? Maybe it’s not egos, but still, you know. So I can see how you can connect your military service to human resources, yeah.
Travis Summers (03:09) correct
Federico Ramallo (03:17) So you served in the Army as a regional recruiting manager, right, and later in operations, right? How did those experiences prepare you for the corporate HR leadership?
Travis Summers (03:22) Yes. Yep.
Well, as a recruiting manager, it gave me hands-on experience with the talent acquisition side recruiting, workforce planning, and leading diverse teams across multiple locations. My later role in operations taught me the importance of efficiency.
process optimization and resource allocation. But together, what they did is they built a foundation for leading corporate HR functions, where you have to have strategic workforce management and operational alignment work together in a…
in sequence because they are both very, very critical to the success of that organization.
Federico Ramallo (04:18) Right, right. Yeah. Do you feel that the efficiency is something that was, you were taking, it was more of an importance in the army than in corporate? You find a bigger gap in the corporate industry in terms of efficiency?
Travis Summers (04:37) I would say a bigger gap. It is just a lot different in the military than in the civilian sector dealing with efficiency. They both have their cons. They both have their pros. So I think if there’s anything, there may be a real small gap.
but not a big enough gap to.
Raise your hand about and be like, Hey, we got to make your issue here. So.
Federico Ramallo (05:06) Right, right. This reminds me, I apologize, this is kind of side-track, but this reminds me of a story that I had, a conversation that I had with my son. So he wanted to buy a toy, right? And he had some allowance, some savings, so he said, I’ll make you a deal.
you put half, I put half, right? And it was a big expensive toy for him, right? And I was like, I will do one better I’m paraphrasing because the conversation was in Spanish but anyway, so yeah, so while I’m telling the story I’m realizing why I’m struggling to tell the story and I realized that anyway
Travis Summers (05:42) Thank you.
Federico Ramallo (05:52) So what happened is that I told him, you know what, will pay, I will give you a credit. If you take piano lessons for six months, then your debt for half of the toy will be forgiven, right? But if you don’t fulfill the six months, then you owe me the half of the toy, right?
And he said, OK, I will do that. I commit to six months of piano lessons. How much does piano lessons cost? I don’t remember. And then he started thinking about He did the math. And he realized, you’re spending more money. He realized, I’m winning. You’re spending more money. And I thought about it, because he did the math of how many months, six months by whatever money. I remember how much it was.
Travis Summers (06:31) Mm-hmm.
Federico Ramallo (06:40) And I said, but you know what? I’m optimizing on your learning, not on money spent. And he thought about it. He was like, OK, that makes completely sense. And we moved on. ⁓ Anyway, when I was thinking about efficiency and realizing that efficiency could be depending on which
Travis Summers (06:53) Yep.
Federico Ramallo (07:02) metric you’re looking for, right? It could be money, it could be time, it could be different things, right? Incorporate, if a business doesn’t fulfill, it goes bankrupt, right? In the army, it’s different because the complexity, I’m assuming, the level of complexity is much bigger because it’s a much bigger organization, right? But being…
Travis Summers (07:24) Right, yes.
Federico Ramallo (07:26) being a government organization, they don’t necessarily have that bankruptcy issue
But on the other hand, if the organization fails, lives are at stake Cost optimization might not be the primary emphasis in the army
Travis Summers (07:41) Right, yep, most definitely. The only time you have to worry about that is if for some reason they don’t pass the budget. Then you gotta worry about bankruptcy.
Federico Ramallo (07:54) Right.
Right, that’s bankruptcy within the team, right? Right, right. So you have to work towards delivering, the teams have to work towards delivering results to prove themselves that they’re worthy for the budget, basically.
Travis Summers (07:58) Yep, that’s it.
Right.
Federico Ramallo (08:13) Right. Awesome. So you emphasize aligning people’s strategies with organizational goals, right? Can you share an example of when this alignment transformed results?
Travis Summers (08:26) Yeah, I mean, one example of Frederico that stands out is with my current company, with Anywhere Talent, what we did is we revamped the performance management system. So how we did that was we aligned employee development plans with the company objectives.
So not only did we improve engagement, but also increase productivity and reduce the turnover rate. So to me, that is a clear demonstration on how strategic human resources practices can directly transform business results. So dealing with the development plans.
was a quarterly performance review. Instead of most companies will do a yearly, we do a quarterly plus a yearly. We have daily check-ins with our team members. We do HR policy training. We do regular training. Regular training could be anything dealing professional or it could be a personal training.
could be on different subjects, of course. And of course, you have to have that one-on-one conversation with your team as well. So we also developed one-on-one on a weekly basis as well with our team members.
So with all that together, mean, our turnover rate right now for Anywhere Talent is running roughly about 20%, which is low compared to most organizations.
Federico Ramallo (09:53) Right.
Yes, yes and what is your average tenure?
Travis Summers (10:12) Right now we’re averaging a little over a year.
Federico Ramallo (10:16) Nice. Yeah. ⁓
Travis Summers (10:17) So we have a
year, but then we have people like myself who have been with the company since 2019. We have people who been with the company before I was even with the company. So it all averages out with the new people coming in and et cetera. So, well, I’d have to make a correction and say our tenure is probably more up to
the three to four year mark.
Federico Ramallo (10:46) Right, Yeah, that’s a great number because it’s hard to retain talent. And yeah. And so the turnover is one of the best indicators. And then tenure is the other one, right? Because that way you can, yeah.
Yeah, I’ve been doing ⁓ team extension for software engineering teams, right? And eventually got to recruiting side, right? So I started with people that I know that I can personally vouch for, right? That I know how they work their skills and their work ethic, right? But then, you know, you have so many friends, right? ⁓
So eventually, I started running out of people that I could invite. I worked with them before, right? So eventually, I required to build a recurring process, right? So I was able to build a recurring process, and I got an average of four years tenure. And it took me a while to get
get there to mature that process, to learn how to do that efficiently and effectively and in particular with software engineers because the average industry tenure is one year, right? So it took us a while to figure out how to retain talent but also being able to predictably screen people
So basically what I did and worked really well for us is I asked everybody on the team to vouch for a person that they’re recommending, right? So if we have an unanimous vote, then we move forward with that person. If we don’t, we don’t, right? So with that, we had a 97 % success rate for the last five years with every person we present, right?
it took us a while to get there, right? and probably my process is overbuilt but every time I try to optimize it on steps every step has a reason to be because we had some bad experience or some issue or whatever and I work towards optimizing on quality, right? quality above all, right? so yeah, anyway, I’m glad to hear that
you guys are doing 40 years tenure because that’s a great number to be
So you mentioned that you’ve led HR functions in companies, Like Anywhere Talent and United Smart Tech, right? How do you adapt your leadership across different organizations?
Travis Summers (13:23) Right.
Well, ⁓
Whether it’s with Anywhere Talent or it’s with United Smart Tech, my approach has always been to listen first, active listening, like you talked about in the very beginning, active listening, learn the culture, then lead with intention. I mean, every organization has its own challenges, own strengths.
So I adapt my understanding to what motivates people, identify gaps, and create those HR strategies to complement the company’s vision.
Federico Ramallo (14:07) Right, right, it’s…
it’s ⁓ active listening, it’s a great way to build this rapport and because at the end of the day if you come down imposing your way to a new organization that’s most likely to fail, right? you need this balance of sensitivity but also I call it stubborn, this is not a good word but
yeah, and it’s not about choosing values what I’m trying to say is probably a better way to say it is values, right? you come with a set of values and things that you consider are worth having a confrontation for, right? saying, well, I think this is better for these and these reasons, right? but also a sensitivity to listening the organization, what are their needs and what are their
Travis Summers (14:41) Yes.
Federico Ramallo (15:00) concerns the organization and the people around it I used to think of organization as a monolithic, it’s a box, it’s a whatever it’s the same, but every person within the organization have different goals sometimes there’s misalignment so it is building those agreements within the organization towards
the values that you’re bringing into the table, right? Because ⁓ if you on the other hand say yes I’m saying you but I’m talking about in general but if somebody new comes to a team without a proposed plan then they’re doing a disservice to the organization, right? If we say yes to everything, right? Then we’re doing a disservice to the organization
Travis Summers (15:46) Right. Yeah, most definitely. Yeah, and dealing with the value part, mean, what
What the military has instilled in me, like the values like integrity, accountability, teamwork, resilience, that all the military has instilled that in me, which has allowed my mindset to where it is today, which is put people first, lead by example.
and make tough calls when need.
And that is very, very vital when you are building and leading HR teams. so that’s the values that I try to instill in my team on an everyday. And that’s what we talk about every day is integrity and accountability and teamwork and resilience. We give training on it.
Federico Ramallo (16:25) Right.
Travis Summers (16:48) So it’s always at the forefront of what we talk about.
Federico Ramallo (16:52) Right, right. Yeah, and the thing I learned by hiring, I hired and fired, I don’t know, more than 150 people, I think, throughout my career. So one of the things that I learned is the importance of every new hire that you bring to the team.
can have a significant impact on the company culture, right? When you have bigger teams, that kind of dilutes a little bit, but still, if you have a candidate that have the skills, checks all the boxes, but bring a negative attitude to it.
then that spreads through the team and signals the team that it is acceptable to lower our work standards because if the new guy gets away with whatever then I can be more lenient on something and then
that discipline kind of starts to fall apart
Travis Summers (17:59) All right. Yep.
Federico Ramallo (18:00) Yeah. throughout the years, I started valuing more and more the vitality of HR on the organization. Yeah.
Travis Summers (18:11) Yeah, because it’s all about, you know, building that workplace culture. I mean, which ultimately starts with, like we’ve said a few times, is listening. Listening, understanding to what employees value and what they expect. You know, then it’s about creating that transparent, inclusive
Federico Ramallo (18:19) Right.
Travis Summers (18:38) and growth environment where people feel seen, supported, and even challenged. I mean, what I’ve noticed is that when employees have a clear career path and feel generally valued, they stay with that company. That’s why we have a tenure of say four years. That’s why you had a, when you were dealing with the HR side.
four year tenure is because you have to make your team members feel valued.
Federico Ramallo (19:14) Right, yes, completely agree. the other thing I learned throughout my years of I’m the founder of the company and I’ve been doing writing multiple hats. One of them is HR, right? Eventually I start building an HR team. But anyway, of the things that I, ⁓ lessons that I learned through the process is
Used to focus on the underperforming right can I find you know who is underperforming right and without realizing a start To not paying attention to the
to the mid performing, Sometimes the high performing is easier to detect, but then you have the people in the middle that they are doing their work, they’re calling attention to themselves, and it took me a while to realize that I have to actively pay attention to them, right? And appreciate their achievements as well, right? ⁓
Travis Summers (20:09) Hmm.
Federico Ramallo (20:10) because then somebody would leave the company and I realized, well, one of the reasons that person left the company was because that person was not appreciated. And we didn’t notice it because it went under our radar.
So yeah, it took me a while to figure that out, right?
Travis Summers (20:31) it does. Yes, yes, it does.
Federico Ramallo (20:33) Yeah.
So how do you approach building workplace cultures that not only attract but also retain top talent?
Travis Summers (20:40) What?
Pretty much what we just talked about is you have to have or let the employee have a environment where they feel like they’re being seen and they’re supported and they’re challenged and give them a career, a clear career path that
will allow them to feel valued. If an employee feels valued, they’ll stay.
Federico Ramallo (21:10) Right, right. Interesting. So looking back, what were the toughest challenge you navigated? And what lessons did you learn from those situations?
Travis Summers (21:23) I’d have to say the toughest is…
going from a in-person office setting to remote.
along with the rise of technology, AI being utilized in the workplace.
having to rethink the traditional HR practices from onboarding and engagement to performance management and compliance. What that’s taught me or helped me fine tune is my skill of.
adaptability because in nowadays you have to be adaptable so it’s not really one those optional
things anymore, you know, so, yeah. So it’s dealing with the remote workers and the use of technology.
Federico Ramallo (22:19) Right, Yeah, AI is growing, you know, so fast. mean, as software engineer, I was used to have this, I call them industrial revolutions, right? But basically that you need to reinvent yourself as a software engineer, right? Similar to, you know, a boxer or a soccer player, right? That they, you know, they have a short lifespan, right? So,
Software engineers have the same issue and they have to reinvent themselves because a new ⁓ technology comes in so now you have to learn a whole new set of things and sometimes it’s a paradigm shift ⁓ but then now with AI this is affecting all industries, all roles everywhere
Travis Summers (22:59) Mm-hmm.
Federico Ramallo (23:07) as you mentioned, is creating this adaptability, people have to adapt to this new technology, right? So I can see how that is becoming a ⁓ current challenge for the role, yeah. What other challenges do you see with AI within the recruiting and the screening?
Travis Summers (23:26) Wha-uh. ⁓
Other challenges would have to be…
to ensure that we don’t overuse AI, meaning
You could use AI to pretty much do anything from finding the people to talking to them to even hiring them.
But people still need that interaction, that conversation between people and people. So that’s where I think that we just need to be careful on that we still have that interaction because we are social animals. mean, so.
Federico Ramallo (24:09) Right.
Travis Summers (24:11) We have to have that conversation. We have to have that social ability.
That would be the drawback is the overuse of AI.
Federico Ramallo (24:20) Right, yeah, people has been afraid, oh, AI is going to replace my job. And I don’t think that’s necessarily true, at least not on the current stage of AI. But people using AI are going to replace people not using AI, right? So that’s on one side. But then on the other side, if people use…
Travis Summers (24:38) Right.
Federico Ramallo (24:47) overuse AI organizations, overuse AI and they lose that personal touch then you know it’s a very daunting future, right? ⁓ Yeah, yeah. And the, you know, the tendency of working remotely, know, the social networks that are, you know, that making us more socially isolated, right? And then we don’t have that
Travis Summers (24:57) Mm-hmm, correct.
Federico Ramallo (25:12) Social support that we used to have, you when you go physically to work, right? That creates a challenge for people, right? Yeah, I can see that happens I’ve seen people using AI to cheat on their interviews Have you experienced that?
Travis Summers (25:31) ⁓ we have not experienced that. I’ve heard of that as well. But there’s slight ways to do it. Most of time, all of our interviews are via Zoom calls. So it’s a face-to-face interaction. And so that pretty much eliminates that.
option.
Now, I’m sure it can be done, like you said, it has been done. So.
I can see more of that being when it’s, say a phone call.
Federico Ramallo (26:04) Right. Right.
Travis Summers (26:04) where you can’t
see the other person.
Federico Ramallo (26:07) I’ve seen more more elaborated ways to… I call it cheat, know, using AI for interviews. And, you know, like if I’m looking at the camera with the webcam, right? And then they put a phone just right below it. So it looks like you’re looking at the camera, but you’re actually looking a little bit below, right? Similar to a teleprompter, right? Of sorts. I’ve seen…
Travis Summers (26:31) Hmm.
Federico Ramallo (26:35) people that replace a whole image with an avatar that is pretty sophisticated ⁓ and one of the ways that I’ve seen people can identify that is you can ask can you wave your hand in front of your face because right now the agents cannot do that eventually they will be able to figure that out ⁓
Travis Summers (26:41) Yeah. Huh.
All
Federico Ramallo (26:59) But yeah, and then the other one that I’ve seen is that the…
the person is real, the video is real, but then there is a process that modifies the lips to sync with what the AI is saying, so you’re actually seeing a human but But there is an agent answering, right? Yeah At the end of the day, I think that there are many ways to detect you know to detect that because those are mechanisms to
Travis Summers (27:19) Okay.
Federico Ramallo (27:30) to cheat on a very specific way for a very specific type of interview, right, but But the moment you start changing the Dynamic of the interview right or if you start asking More specific questions, right? What happens is that the agents the LLMs? Doesn’t have a lot of experience they are average of everything master of none so
If you are as more specific about the answer that they gave you, that’s, charade starts falling apart, right? Because even if the human intervenes, right, but doesn’t have experience on that, then doesn’t have anything to back it up, right? there are ways that are.
I wouldn’t say simple, but it’s based on behavior-driven questions and talking more about experience, talking about particularly in projects, talking about specific challenges. The specificity basically breaks the whole thing. So for me, the issue that I have, or what is my position on this subject is…
that
The cheating with AI is about the deception, right? It’s about the lying, right? That for me is the issue, right? And it wouldn’t make sense to hire somebody that is lying on an interview, right? But then on the other hand, if I’m being interviewed and I say, well,
I don’t know the answer, but this is how I would look it up using this product, AI product or using this prompt or whatever, then I can be honest that I’m using AI to augment my work, right? Or to automate my work, right? Then that becomes a productivity boost, but it comes from a position of honesty, right? And I think that’s the differentiation.
Right.
Or even if during the interview, a candidate is using AI, but on the open, not under the table.
So you have a PHR certification, right?
Can you tell us a little bit more about what the PHR certification is about?
Travis Summers (29:48) It’s online class and then you take it like a 200 question test. I believe it’s somewhere around there, maybe 150, somewhere around there. you always have to take courses to keep your certificate up to date, certain number of credit hours.
Et cetera. So that helps you to not stop learning. Like I’d like to say, you should learn something new every day. One thing, learn something new every day. And by getting that, it just helped me to validate my expertise. And
Federico Ramallo (30:20) Right.
Travis Summers (30:30) helped me learn a little bit more actually on HR dealing with say industry, trends, employment laws, et cetera. So, I mean, that’s the key is that continuous education where you may think that you may know, but it’s always good to validate.
What you know.
Federico Ramallo (30:56) Right. Yeah, I think that the continuous learning is an important factor. We talked about adaptability before, so it contributes to staying relevant as an HR leader and adapting to the new innovations that happen in the industry. Very interesting.
At the end of day, says that you know something at a specific point in time, right? But it’s a great tool to allow us to first work towards a goal and then after that, being able to apply that depends on the students, right? ⁓ Yeah. But having those goals that, you
Travis Summers (31:30) Right.
Federico Ramallo (31:36) not force you, but you know, but takes you towards a direction of you have to gain that knowledge. Yeah, I think that’s the, allows you to stay relevant and adaptable. Amazing. So going back to another topic, how do you help instill resilience within civilian teams?
Travis Summers (31:54) Well, I…
Resiliency was definitely ingrained in me through my military service. So what I try to do is I try to cultivate it in my team by fostering trust, encouraging adaptability, leading with transparency, and most importantly, giving them room to make their own decisions.
Because what that does is when people feel supported and prepared, they’re better equipped to face challenges without losing the momentum needed to accomplish the task. A lot of times, us as leaders will just answer a question that our team members have instead of asking them, you know, what is your opinion?
Or, don’t know, why don’t you go research it and then come back and let me know. That way then we both know what’s going on. Now I use that one a lot knowing that I know the answer, but it just allows my team to be able to research and find answers, which in the long run, not only helps them professionally, but also helps them.
Federico Ramallo (32:55) Right.
Travis Summers (33:15) on the personal side as well.
Federico Ramallo (33:16) Right, amazing, have you found differences or different challenges on instilling resilience with the civilian team compared to the military teams? Or you found them that they’re both people and they’re both, you know.
similar to in steel resilience.
Travis Summers (33:44) Yeah, I mean what I found out is that it’s very similar. We’re people. People want a team to know that, we’re being trusted. I can make my own decisions.
Federico Ramallo (33:53) Right.
Travis Summers (34:00) transparency, you’re up front with your team. So it’s the same thing in the military as it is in the civilian sector.
Federico Ramallo (34:07) Interesting, I would not expect that Yeah, but I understand why
So in your view, how do you see the HR role has evolved over the last past two decades or so?
Travis Summers (34:23) Why, I have to say that…
HR!
shifted from being primarily dealing with administrative to become more of a strategic partner in the organizational growth. Because today we both know it. HR is not only about policy, compliance. It’s all about driving that culture, innovation, employee experience.
And then with AI, that’s automated a lot of different forms of data analytics. It’s transformed on how we make decision and measure impacts. So I would have to say it definitely has changed. Of course, in my point of view, it has changed.
Federico Ramallo (34:50) Right.
Travis Summers (35:12) from the administrative side to more of a strategic partner with your organizational leadership team.
Federico Ramallo (35:21) Right, yeah, and what you’re describing is a line to my experience with HR, right? How I appreciated HR more as a partner in the business, rather than, you know, I used to look at HR as an administration, an administrative department, if you like, right? ⁓ So.
Travis Summers (35:42) Right.
Federico Ramallo (35:45) yeah, you can see how that happens, yeah and that’s kind of why I started having more more appreciation to HR because in my view the value that they ⁓ start adding to the business and the organization has increased, right? and it became more complex and subtle and nuanced, not subtle, nuanced, right?
Travis Summers (36:01) Right.
Federico Ramallo (36:07) Yeah. So what advice would you give to veterans transitioning into HR or other corporate leadership roles?
Travis Summers (36:16) Well, I would just say that to have a open mind…
⁓ because the military equips you with
different values, discipline, leadership, resilience, adaptability. But stepping into the corporate world also means learning, you know, new ways to work, new culture, new ways to work, be open to new experiences, new perspectives. And of course, the interaction with
meeting new people. And what I tell them also is leverage the skills that made them successful while they were in the SERP.
but they also have to be able to invest.
in their own growth as well. Sort of like myself getting the PHR certificate, that was an investment in my own growth.
Federico Ramallo (37:16) right, because you used to have the army providing all that training and support now when you’re in the corporate world you have more autonomy to decide how you’re going to grow.
I feel that corporations are less structured on training compared to the army. It’s hard to get, support for training in corporate, right? So I think that that makes much more important
for the individuals to invest in themselves.
Travis Summers (37:49) Yep, have to agree.
Federico Ramallo (37:50) interesting.
thank you for you know confirming my assumption, I’m learning new things. So as you look ahead what excites you the most about the future of HR and organizational leadership?
Travis Summers (38:02) Well, I would have to say what excites me the most is…
the growth on focusing on employee engagement, the diversity in the teams, especially dealing with global recruiting, global talent, like we do with Anywhere Talent. And HR is increasingly shaping organizational innovations.
workforce resiliency. But the main thing that I like that I want to leverage is technology, data, and empathy to build workplaces that where both the people and the business, they both thrive at the same time.
Federico Ramallo (38:48) Right. Right. And…
I think you mentioned it before, I hope I’m not putting words on your mouth, something you mentioned about AI and I think that similar to social networks that are supposed to make it more connected, they’re actually making us more isolated,
Travis Summers (39:04) Thank
Federico Ramallo (39:06) I think something similar happens with AI, right? It’s this interesting intelligence that it’s supposed to help us, but also makes this…
It makes more important, it gives more importance now to the human element, right? and you know and the human dynamics because as you mentioned before that, know AI automation makes it, you know Not cold and you know, well cold Distance, but also, you know inhumane, right? so
so I think that’s another factor that is turning to become more relevant, right?
Amazing, amazing. That was very interesting things to learn. We’re running out of time, but I want to appreciate Travis for joining us today. I learned a lot about your experience and how to do organizational leadership.
and leading people to our success. So thank you Travis for joining us today Do you want to share any last remarks before we wrap it up?
Travis Summers (40:18) All I want to say is thank you. I mean, I learned from you today as well. Like I said, the key is to learn something new every day. And again, thank you and best of luck to you all.
Federico Ramallo (40:31) The same, same, yeah. Thank you very much for joining and the best of luck to you as well. Thank you.
Travis Summers (40:39) All right, thank you.