Quantum Leaps in AI & Trade

Automatic captions of the conversation. They can contain errors and do not name who is speaking.

How will AI and quantum computing change the way nations trade, businesses grow, and policies are written? Welcome to Extra AI, your podcast on extracting the raw conversations shaping the future of artificial intelligence. I'm your host, Ragu Bandanda. In today's episode, we're exploring the powerful intersection of AI, quantum computing, and global trade. a frontier where technology is rewriting the rules of efficiency, competition, and ethics. Joining me is Bruce Randall, an AI strategist who has partnered withFortune 500 companies like Oracle Cloud and AT&T.

Bruce brings not only deep expertise in enterprise AI transformations but also a thoughtful perspective on the ethical challenges and policy shifts that these technologies demand. This is a conversation for business leaders, innovators and policy makers who want to understand not just the opportunities but also the responsibilities that come with AIdriven trade reform. Let's dive in. Let's dive. >> All right, welcome back to our uhpodcast extra AI on talking about stuff around AI. So today I have an interesting topic and I have uh Mr.

Bruce Randall. uh we'll be talking about quantum leaps in AI and trade. Welcome on board uh Bruce. >> Well, thank you Ragu. It's very I'm very pleased to be here. So Bruce, I know um before I get into the conversation, I talk with my guests asking about their personal story or their backstory about getting into this intersection of AI and uh all things AI that we are talking about today. And ofcourse in your case it is in the intersection of AI and trade and quantum all these things. maybe a brief uh background about yourself.

>> Yeah, you know, it was uh it was about a year ago, well about four years ago, I was selling cloud and and then we got really into what AI could do in the applications and that proliferated and then the world changed for me and I started to uh write a book about AI and consciousness which I'm almost done. and it'll be out this year. And then I said, you know, I needto understand the back end of AI. So >> I went to MIT and I took a data science course to really understand how it works in the back end because everybody knows the front end, but when you know the back magic, you have a better perspective on it.

And then I said, well, now that I know that, let me build an app because I haven't done that before. So, I built my first app from design all the way through to going live >> and I did that in, you know, two months. >> And I surprised myself because I neverthought I could do that either. Mhm. >> And and that's all proliferated into weaving in with with a few things that have happened here that didn't get a lot of publication >> where you know what's what's out in public and what's behind the closed door. >> And I believe that there are things behind the closed door that we talk about but we haven't seen.

And I think it's because they're not ready to come out because people don't really know howto manage them well. So they can't bring them out. They're still in the experimental or the developmental stages. And I've I've talked to enough people to understand that there's some credibility to that. >> Mhm. >> But a lot of it is first or secondhand. So you get you get things that are said that lead you to believe that there's something there other than just talk. >> Beautiful. Beautiful. I know you have um advised fortune 500 companies like Oracle cloud and AT&T on on theirbusiness transformation with AI.

Uh can you share some kind of a journey uh when we talk about that about how you your AI strategy led you to explore uh the role in global trade right I think because that is where the world I I know there's a lot of talk about tariffs and a lot of things happening around that. >> Yeah. Yeah. >> So u I'm I'm I'm I'm not a economics major but I do not have that background but I keep hearing a lot of things happening and I also heard that there'sa lot of impact that AI could on this >> right and when you talk about the old way of doing things and then you know cloud came in and moved very quickly >> one one year in our in our world was like four years in cloud and then you get AI and you've got like eight years of AI in one of our world, one of our years.

So the speed of progression is increasing and with AI what we did globally with with putting business structure together and making it work seamlessly can be done faster now and can be donewith more more capabilities with AI included in it than it could have been done before because before you had well let me back up when When before cloud, you had to order hardware to build out your data center. You couldn't respond quickly because you if you're in hyperrowth, you couldn't get enough equipment faster. >> Now with cloud, you just type you need you need more space and and within 10 minutes or 15 minutes, you you've got more space and you continue to work.

>> And now with AI,>> we've got the we've got the the we've got the structure in place. Now we improve improved the structure with the tools we have and those tools are AI included in the software. So now you can spin up an app or an Aentic AI to do something that you want it to do and you can do it in you know in a day or two faster or slower depending on what you're using. And that that changes the whole dynamic of business >> because now thought between thought to action can be very soon to even test themarket before you spend the money on it.

So there's a lot of there's a lot of additional capabilities in the global market that weren't there, you know, 12 months ago. And then you start going into other areas that they're working now and you start including those in those areas and we've never been there before. So we can only think about what the potential is for the future because we just don't know. >> Great. Great. I think um I know you've you've uh like you said you've also donesome kind of a data science uh course in Massachusetts and then of course um you got this background in economics and then I think of course u tying this all together um and of course uh I was going through some recent survey u study which shows that about 65% of businesses plan to integrate AI in trade in trade or trade reform by 2025 or pretty soon I think it's happening right >> in in in your view what's that thing which is accelerating this at a faster pace because u I know now the businessesthat we do I think most of the firms are doing are global across the globe and they trade across the globe u I know that one of the reasons but um how is AI impacting that and why do you think uh so the study says that almost 65% businesses are getting there or or doing something any thoughts or your perspective that you would like to put in >> yeah I think I think a lot of the larger companies they have the budget and the and the people to do things faster than you know than the non-global companiesfor the most part >> and because they have the ability to understand it quicker and and execute in a faster manner.

They're looking at incorporating AI because a small percentage increase is big dollars for them >> where in other companies a small percentage increase is small dollars. But the global companies if they can get a half a percent more in profits by doing something that's a significant that pays for the cost and then they build on that what else can they do? So I think with when you have the resourcesavailable and the talent available and you have the globe you can look at market segments and focused each market segment instead of looking at the whole continent for example.

So now you can hyperfocus and when you can hyperfocus you can generally do better that way by serving individual markets instead of a larger market by itself. That's not always the rule, but that capability is built in right now. So they can do that if it makes sense for them. >> So, so this is where I think um um allthese new innovations with whether it is AI or quantum are kind of um going to disrupt this normal trade or normal supply chains that we see. how in reality were happening yesterday or today. any any thoughts I think uh about u what can you share one such or what are your thoughts about some u high impact innovation uh in AI or quantum that could significantly disrupt uh these supply chains uh or crossborder trade what I mean to say crossber trade in the near future I know things are piling up orthings are being planned by major businesses and corporates based on the policies that are coming out.

But what do you foresee with your thinking and your experience? >> Well, you know, quantum is is on the edges here. It's not really in the main flow. So, what essentially what quantum does instead of looking at at a flat plane, it looks at a 360 plane and it looks at possibilities that we didn't think of or that we didn't know were possible, but but are possible. So right now in the short term with the dynamicglobal trade the way it is I think everybody's looking for different ways to cost effectively and effectively get to their markets and with the all the changes that are happening that's a very dynamic process and AI helps them navigate through that very quickly because it can assimilate all that information quick and give it to you in in a dash if you need real time or or close to real time.

So you can make decisions at that day that make sense where in a week it may change again and you have different parameters and getdifferent recommendations the next week. And I think that's the value because we could never we could never gather that much information in time to make an accurate decision where nowadays it can come to us very quickly and we can make those quick decisions based on the current facts. Mhm. So um when we talk about now these topics like AI and quantum uh and and of course when we bring quantum computing in the equation >> there will be some new ethical dilemmas that might emerge in AI emerge for AI uhin this global trade right >> what do you think uh what kind of these things are are we uh envisioning here or what kind of things are we thinking about here.

>> Well, I think some of the things we're thinking about is for for example, you've got you've got chips and brains right now and you're people can do things that they were prevented from doing for one reason or another. >> You've got eyesight that is very thought of as coming through to restore eyesightand maybe give infrared, maybe give X-ray and maybe give other skills to those eyes that couldn't see before. And then you've got, you know, the the quantum groundwork that's that's coming up, which is it's a paradigm and a gamecher because once that hits, none of the rules that we know are going to be applicable right now when it comes to this space because it multiplies the opportunities that are available by quite a few.

And now we look at different ways of doing things that wenever thought of before. So, I think when that happens, then everybody is going to be learning at the same time. >> And we're going to have breakthroughs in things that we never thought were possible. And I'll give you a quick example. >> And this isn't based on AI or quantum. This is old, you know, brain ingenuity, >> right? >> There's a new there's a new cyber security company coming up. Mhm. >> That is is not is pre-launch right now. It's been showed to some veterans in theindustry both in government and in the private sector.

Mhm. >> And these people are totally blown away by this and say you have no idea what you have because when you can secure zero trust across an entire platform instead of segmenting it and you can do it anywhere that is a gamecher and you take that that that the human mind created and now you look at what's possible with AI and with quantum This pales in comparison and this is a breakthrough right now that is probably going to turn the cyber securityindustry on its ear because it's never been done before. >> That is both very interesting, exciting and also scary too.

A scary thought, right? I think uh the implications of that um can be very can be wide varying. It can be varying across the globe. Uh and of course then it will depend on the uh the policy makers should act in such a way that uh they could handle this better. Um and of course um at the same time you should be able to balance this AI enabled um trade efficiency right I think u nowthat you have this cyber security related aspects or then data sovereignity fairness equitable access so taking all these into considerations the policy makers need to act in such a way that you can handle or balance it out.

I I I don't care. I I I shouldn't say I don't care. I'm each each each country or each geography has their own way of dealing with it. Right. I think um uh what are what are uh your thoughts about how this should be handled. I know again it's a very broad question.>> Yes. >> Yeah. But >> but but it's a very good question because that's that's something that a lot of people need to know. And my my opinion with AI right now is that you still have to have a human involved in it, >> right? >> To look at the decisions and to evaluate whether it's right or not.

I mean, I see ourselves in 3 to 5 years, we're going to have a wrist computer or in our glasses or something and we're going to wake up in the morning and it's going toscour our business overnight and say, I recommend you do this and this today >> and you take hopefully you built in pause to your decisions because the information comes so fast >> that if we don't have pause sometimes if we if we react that quickly it's going to be the wrong decision. And with the different countries that you're talking about, I think that even though the information is coming better and more thorough and more more in with more depth than it has in the past,>> still take that pause to think what's the pros and cons of this beyond what the computer says because AI is a flat decision.

We have a multi-dimensionational mind. you need time for those two to marry together to make a more complete decision than just relying on AI or or quantum for that matter. So I think at this point looking forward that that pause to look at the whole situation and make a decision on all the information you have I think is very important to make a better decision. Does that make sense?>> Yeah. Yeah. I think uh I agree. I think so like you said in the next 3 to 5 years a lot of things will change but I believe we will still have the human in the loop for many of these conversations or decision making uh at least in the near term.

Um and obviously the policies and the policy makers have to put that in in in fact um embed these things into their policym and I I agree that I think you need to pause you need to think you need to again recreate or should be able to maneuver accordingly right I think um doyou think is there um lot of disruptions happened in the past I think if you see from our uh industrial revolution ion to the digital revolution to this now AI revolution uh it's not that things happened overnight right I think when electricity was uh invented or found I think the pie grew much bigger it's just it's not that now you got an additional 12 to 14 hours of time at your disposal and then lot more industries came up in the same day when then the manufacturing kind of took over right I think we arestill producing a lot of agriculture or a lot of things but we are producing I would say much more 10 times more 100 times more but only four 4% of the people are involved not the 70 to 80% >> so if you see all these past disruptions what are those things that you can draw that can help uh to guide AI 's responsible adoption in this global commerce right I think now it's now we are not talking about just uh one particular geography right I think earlier disruptions were um maybe basedout of in different different geographies local >> right >> maybe to some extent when this information technology and digital technology took over things were expanding but now with AI everybody has that brain power or you have that particular ular thing.

So what are those things that we should learn? >> That's a good question. I think I think that everybody needs to to learn about AI, learn to know how to I mean even asking prompts is there's a right and a wrong way to do that if if you want agood answer. But I've done things by learning data science and learning to build an app because that that extends my value in the market that I'm in. And if I didn't do that, then I'd be like everybody else and they're all looking at where can I fit now? where when you when you stay with the technology and learn enough where you can use that technology to create value >> then you stay no matter what technology it is you stay up towards the front of the pack and being able to speak to itand being able to produce something your values increased and I think that's that's globally I think that's the best thing that people can do now because AI is not going to go away it's just going to continue to propagate.

And if you if you choose not to partake in that other than a user, your value in in society is going to decrease to a degree. Where if you learn in business how to utilize that and and create value, your value is going to increase. And I think that's it's kind of basic answer, but I thinkit's so important for everybody to understand that because there's there's a lot of people that are still afraid of AI because they don't understand it. Mhm. >> But once you dig into it and you start understanding what it is and what it's not, then you start educating yourself to your comfort level and you propagate that way forward and your relevance still >> because as you know that if you don't stay up with technology, your relevancy declines and if you do, it increases.So, I'm in, you know, I'm I'm not 30 years old anymore, but I'm still doing this.

And if I can do it because of my curiosity and and my interest, then I think everybody can do that. >> And I think it's I think that's probably the best thing that people can do because then we all progress forward together with different with different skills, but complimentary skills >> that are always increasing. And globally, if if we all do that, then we can all look at in some of our decisionswhat's best for humanity >> and what's best for dollars and cents. And there's usually some mix in there that's that's the best combination because in the past, you know, they've looked at dollars and cents as being the overall driver because of the competitiveness, >> right?

And when we start getting all this intelligence built in, we start having the ability to look at different things and make different types of decisions based on that. >> So it's it's which way we choose to goand some will choose one way or some will choose the other. But as long as most of us choose the better way, I think we're going to be okay. >> True. True. Very well said. Very well said. I think I know with your huge experience coming back from huge experience uh when you speak out or when you kind of uh bring in some of those thoughts that's really well said I think u I I want to take this question further uh more and I would like to get into um maybe if you could um uh based out ofyour uh tremendous experience u can you walk us through a scenario where a large enterprise when they are trying to embed AI in their trade or logistical operations uh how can they make these results um that are measurable we don't need to we don't we don't need to talk about any clients or confidentiality for confidentiality purposes maybe if you can talk about your experience how >> uh whether it is large enterprises or small enterprises when they have embedded did AI in their trade and howthey showed measurable results.

Maybe the process involved. >> Well, the the process involved is is really to to have a good team that of engineers and of a program manager that can relate to the engineers >> because if you if if you don't do a good job there, you're not going to get a good product out the other end because there has to be that synergy at that point. Mhm. >> And then it's always nice to start in a smaller group, a test market, >> and then once that works, you tweak itand you maximize and then you start branching out into the other areas.

And whether if it's a big company, you start with maybe a smaller country and then you and then you go from there. Um or a target company. And if if you're if you're a smaller company, you start with one market and then expand it to other markets because each market's a little bit different in your messaging and maybe maybe even in the product. You never know. So I think that's it's a it's a microway of looking at it, but it's a very important way of looking at it because if you don't start here well with the engineers and and the program manager, you're not going to you're not going to have a product that's going to come out that's going to be robust.

And you really need the robustness because with AI >> Mhm. >> people, you know, people are still a little reticent about it. And if you if they try it and don't like it, they're likely not going to come back. So youreally want to make sure that what you launch is robust and is going to work well as you expect it to so you can gather the accurate results and then build on that. And I I mean I hope that answered your question and I can give you a a quick a quick story that that really got me the other day. >> I was going to have my driveway sealed.

So, I I fill out a form online. >> Mhm. >> Couple days later, I got a phone call and I started talking to this person. They were asking me about the drivewayand so forth. And because I I'm pretty aware in AI. >> Mhm. >> I after after a few minutes, I said, "Am I talking to a person or a bot?" >> Right. >> And they said, "Well, we want to make sure you have a great experience and we want to make sure that we can, you know," and I said, "Listen," I said, "My driveway is unique." I said, "Have somebody call me and we can talk about it." >> But at the beginning, I had no idea Iwas talking to an agent, >> right?

And it was just one thing that they said repetitively that said, "This is unusual. Let me ask the question." And I did. And they somebody called me back. We got it worked out and and it all worked out well. But I knew what I was doing was somebody else would have gone with that and would have said, "Oh, this is nice." and they would have gotten a quote and nobody would have known any difference. And at a micro level with the driveway seal company in a small local area,>> if they're using that through probably a marketing agency, >> you can imagine if they can do it, it can be used anywhere now >> as long as a person gets the right company to execute for them.

M >> and it's at the point now where when you look at a video or you look at something is it real or is it AI created because it's very difficult to tell right now. M now when you take this um yeah it's a great example that you put together or a very re very um relatable example butwhen you when you uh kind of zoom out and look at the bigger picture in the scheme of different things around the globe and when happening in different geographies and the context of global trade I think things become very complicated, right?

I think uh >> they they do become very complicated, but when you have that local capability and now you bring it up to a global level, >> it just shows you the capabilities of what companies can do and you don't even know it's happening. You're just gettingwhat you believe is great service or great product. You don't realize there's not a person there >> that it may be an agent and and you can get cost effectiveness there and you can really get some targeted messaging there and you can create volume and with that targeted effective volume you get more in return.

Now you can do that in any country and a global company can start doing it everywhere >> and we just we talked about earlier that you make a small change and if you get ahalf a percent increase in revenue that's significant and this is some this technology or similar technologies is something that can really increase the volume out to get a small percentage in in sales and now it's a matter of scale instead of what do I do right it changes the game a little bit. So when we talk about when we zoom out and we look at across the different geographies and when we look in the context of global trade there are this additional things that corporates would have to look intothe leaders would have to look into right it's not just the geographical situations it also is the practices that are followed in these different countries and the governments that you deal with and then of course maybe there are in some scenarios some NOS's and other things.

Any advice or anything that you foresee that has to be taken care when now you have all these different variables coming into play and now you have the uh at your you had an additional ammunition like AI and quantum computing how it can go eitherway. So how how well you can handle that in the situation of a global trade or something like that? Any thoughts or any perspectives that you could provide? >> Right. And that's with global trade. Each each country or even each section of country has different different rules and different regulations and in what you can and can't do.

>> And that's what I said earlier with AI. You can it can look at the landscape >> and it can tell you what you can and what you can't do. And I've done this afew times myself and I'm very impressed with what comes back because they've thought of things that that you know a lot of us wouldn't have thought of. >> And that's the benefit of that because it doesn't replace our thinking. It augments it and allows us to think at a higher level or a different way based on the information we have. And that's the benefit. And I think with this, we can make smarter decisions on a global level on what we want to do.

And we're allowedto segment that much better on a global level to maybe maximize, you know, the higher profit items or the higher sales in one area and then tweaking it maybe even just a little in another area and then you get higher sales out of there. because it could be just a small difference but a very important difference between one and another and if you don't know that you can fail and if you do know that and you if you execute it effectively you can get a very nice increase in that and that's the beauty of that's a a point anexample no matter where you go on the globe that you can look at that and and that case would prevail.

>> Beautiful. Now coming to the most important question or what I I term this as the extra AI question the million dollar billion dollar question. The reason why I put this is I want to hear your thoughts. If if if you were advising a Fortune 500 CEO today, uh what are those three actions uh would you recommend that their organization in this AI quantum era should do in the context of globaltrade? Maybe uh maybe three actions or if you have more I think you can even put together. I think at that level they need they have a responsibility to the shareholders.

That's their first responsibility. So they need to they need to be cognizant of that. Number two, they need to to look at the markets they have and and and look at what they can do with what tools they have and what's the ROI on that and what's the risk on that because those two have a heavy play in that. And then you've gotto make sure the third most important thing is you get the right people working on that >> because in any one of those threes if you misstep you could have a serious problem. So those I would say would be the three most important things because once again you you need to have the human element in there because you know AI is gives you a lot of information but it's it's kind of flat information.

you need to assimilate that and make the decision based on the knowledge that we have with the AI to enable us to makesmarter and better decisions. And I think those are the three things that I would say to the CEO. And I'm sure they know that already. >> But it's very important that that you they look at the shareholders, they look at the technology they have and how to use it, and they look at the people to make sure it can be executed properly. And you know, of course, in the market, they all have different markets.

So that can that can apply to any market that they have. >> Mhm. So uh a follow-up question to thatI would now with a lot of changes happening with the tariff situation out there. Uh there are a lot of uh dynamics right I think there's a lot of things changing at a rapid pace at a faster pace. What are those things that you need to keep in mind? um whether it is a a business leader or a uh maybe a fortune 500 CEO because the thing is it can greatly impact your firm's u marker valuation or the results that you provide or produce.

>> Uh I know it it is a very dangerous thing. I think it's a thin layer thatyou have to handle things better. And now you have technology at your hand like like AI and the quantum that kind of things. What are those some of those things that you think would be very useful or very much in need because with the tariff thing going on? >> I think what's very useful is is to understand where where everything is today where you're doing business >> and and really have a good understanding of where it's going because it's it's very dynamic.

And you know, some of theinformation is out there and you can you can use that to crunch the probabilities which AI can help you with >> and to look at that. But you've got to look at profits because this is whether you're selling into a larger company country or out of a larger company into a smaller country the dynamics are changing you know by the month >> and there's always opportunity in in other markets and there's always opportunity to work with the other side to come to some agreement>> that's better than what's public.

And I see that I see companies that are doing that >> are having more success because if you're willing to have that conversation >> and work out a multi mutually beneficial resolution, everybody everybody wins than just going to what's what's out there. And I think those things are important because they're more important now than they were a year ago and they're going to be more important in the future. So there's many there aremany pieces to import. There's many different you know agents it goes through and so forth.

>> Mhm. >> But understanding the overall tariff which you mentioned and how to work that I think is is the best in both worlds. And it it has to do with political also because you've got to get the countries to agree to do that. And the more pressure they can put on on the country they're in to work a favorable deal, the better off it's going to be for everybody. And and that's the newdynamic that's here today. >> Um you can't get around them because there's a lot of safeguards and and so you have to work within that structure.

And unfortunately it's it's almost as much political as it is business now because it's they're becoming inseparable. >> Yeah. So that is yeah it's a very valid point that you've put like it's almost as political as it is business now because I think all these things play a big role in how do you deal with thecurrent situation and and again at the end of the day bring in that value to the shareholders and the uh for the end users who are using your products or product. So I know we are coming to the end of the conversation.

Uh it's an interesting uh conversation. I would want to if we forward back a little 10 years from now, >> right? >> Uh I know you've come a long way. You have a lot of experience from uh putting different hats and different things. I think uh what's your vision for AI'srole? If I think about global trade in 2035, maybe 10 years from now and how can enterprises uh or enterprise leaders start building towards that? What what is that thing that they should start uh worrying about or start building towards preparing better for that?

>> Well, in my opinion and anybody that can tell you what's going to happen in 10 years, you have to look at with, you know, with questions. But >> yeah, >> it's my opinion that in 10 years, we're going to be in a place that not manypeople realize right now with technology. >> And I think it's very important now to get involved with whatever makes sense for you with AI. And it could just be your first project that has the best ROI and the lowest risk to get you into it. or it could be the best platform to put in place to to help enable your company to do better for your clients in the ways that are important where you're selling.

But I think it's very important to keep up on that because if we're going to in the next 10 years andcompanies look I mean companies look one three and five years to look 10 years is is almost like a guess at this point because of the way things are changing right now. >> Right. the one, three, and five is really the best most companies can do. And stay stay as relevant as you can with the technology that's changing. And and don't don't say no to any technology that's that's that's in the industry because you don't like it or don't agree with it.

see if you can find a way thatyou can work with it and see if there's a big enough benefit for you to work with it >> because a lot of people said no to AI and those companies are struggling right now to to get to get into it. You don't want to be in that position. You want to stay up with it. We want to have the right people that can vet that out and give you accurate information >> as to what and how you should use these technologies >> because the next the next three and five years is going to bethere's going to be tremendous changes >> and and you mentioned quantum.

I mean, we have we have quantum behind closed doors and and it's I've seen it evidence of it here and there, but until it becomes mainstream, which it very likely will in the next three to five years, >> um, and then you, you know, you have to know how to manage it. And then you got ASI, you know, >> and you have AGI that's that's not really here yet, but we can't really define it. You know, we don't have acommon definition of that. So I think AGI is going to come in in different parts >> and then we're going to realize it's here but we don't have a definition for it.

Right? I see that happening and then I think ASI is going to come in because when you get ASI and quantum computer >> together there is no way that we can even extrapolate what that's going to be like. I mean, it's going to be it's going to be it's going to be the biggest changes we've seen in in our lifetimesright there. And the sky's is the limit because it will break barriers that we didn't know were there >> and bring us into possibilities that we just didn't know existed. And I don't I don't know how to describe that any better than that.

>> Right. Right. I think yeah, you laid it out very well talking about not only AGI but also ASI. I'm still not very convinced that ASI could happen in our lifetimes. Of course, this is a debate I'm hap having with um many people.There are I know there are a lot of things that have to be solved at the moment with the current AI tools, generative AI the things and getting to AGI maybe in the next 3 to 5 years >> um in making because that like you said the actual marriage has to happen between the machines and the uh algorithms or the AI so that we can realistically get into the life but uh of normal people.

Um but I yeah I think once we get to the stage of ASI u maybe I think we humans uh because the human in the loop element will be goneright I think when we get to ASI >> we we think it will be but I hope it's not >> or do you think it's going to be humans will be merged into or it'll be like a humanoid kind of a thing I'm thinking too much science science fiction but I think that's where the human in the loop will still exist or >> well you know we've got we've got cryogenics and we can you know and then they're they're experimenting now with putting chips with with human cellsmerging those together and you know now they they've been doing that for several months so who knows where that's going to go >> if anywhere because you know a chip is silicon and a human cell needs things to live.

So to me it's it's a long road, but that's just my opinion. And and then we've got ASI, but when we get quantum >> ASI, they're very closely aligned. So which comes first and and which propagates the next one? It gets to a tipping point where all of a sudden ithappens, >> right? >> And we haven't been there. We don't know what it's like. So, I'm just saying that with those two technologies, I think they're going to be fairly close to each other, >> right? >> Because the intelligence is there. I don't I think it's in the next 10 years.

In the next five, I don't know. But if it's going to happen, it's likely in the next 10 years. >> Yeah. So, that is one thing. Yeah. I think this is a very fascinating topicwhen I get into this conversation because the world is so uh diverse and we have the geographies are completely diverse. uh here while we talk about these kind of technologies in very well-developed countries like US and maybe Silicon Valley and Boston and other places and of course in Western Europe and some countries and China is of course now we cannot discount I think they have right >> much they have leapfrogged the race >> but then we have um the other half of the world I For lack of better word, I'msaying that there are countries where still maybe in countries like South Asia like India is very well developed in some technologies but still there are regions where >> right >> the normal growth itself is not there and now you take Africa, South Africa or South America when I interact on a daily basis on different things I still see while on one side of the world we are very ahead.

So I'm just thinking about how this will affect how the trade will affect overall the global trade will affect when allthese things happen. There will be so much of u imbalance, right? >> Well well keep in mind you have to have infrastructure before you have trade. >> So we've got to get the infrastructure in place so we can trade. >> Okay. And I think I think that is that is easier to do now with the tools that we have. And and that's why I'm saying in different parts of the country of the world, you've got very differing capabilities.

>> Yeah. >> But I know I know there's thingshappening in Africa, >> you know, particularly in the Congo and so forth. And I know there's other areas in the world where there's a lot going on. >> I think they're going to come up. At what rate, I don't know, or how or even how long it's going to take because they're coming up from from a place that's well below where we are, but that's that's coming up. And I think you're seeing countries creating their own revenue centers more than they ever have.>> And when companies are creating their own revenue centers and being more self-sufficient, the businesses in each company in each country are going to need to grow.

and they're going to need to grow quickly with tra with trade and with technology and technology can help them get to where they want to go quicker than without that technology. And that's why I'm saying in the globally it's a it's very different but this is scalable. So we can we can put these technologies in different placesand help help different countries come up so that everybody's trading and everybody's making money and and everybody can can survive instead of relying on everybody else. And that's I see the effort to get there.

I don't know the result if they will or how long it's going to take but because that effort's here I think each country needs to look at developing their business quickly to try and achieve that goal. Mhm. Yeah, I think you raised an important point, right? I think we aremaking that infrastructure available and then when you talk about infrastructure, it is like mostly the technology >> for example taking mobile, right? I think mobile payments is big in countries like South Asia like in India I see that some places even a normal vendor I think um cashless uh transactions is much more smoother to happen there.

Um and I believe u when you mentioned about technology while while the development on a normal front is different the business transactions the technology and the infrastructureneeded for the business transactions and trading what you meant to say is that that can leaprog >> it can >> irrespective of uh the normal growth. >> Right. >> Right. Okay. Okay. and and they need that leaprog to to catch up as fast as they can to to a to a level where the trade can't happen. >> Right. Right. Yeah. This is really fascinating um having this conversation with you.

Uh Bruce, I think u any closing remarks or key takeaways that you would like to advise uh people thatyou who are working on global trade or trade policies or uh looking into adapting to these changing trends. I would I would just say that that there the technology is there and it's a matter of how you can you can get the technology and learn to utilize it because understanding how to use it is very important also and there's a lot of companies country or companies to that are reaching out to different countries right now because they see this happening and they want to partner in some way and I think that's that's apositive because it's a win-win then because they get the technology and maybe they get the the transactions on you know a piece of the transactions or whatever.

But these these initial steps are happening >> and they can start and then as they progress maybe they change or they grow with it and and things things propagate. But starting is very important right now because it's a race for everybody to to get up to that level and and the sooner we that everybody can do that the betteroff they're all going to be. >> Right. Right. Yeah. The transactions between people and between companies always happen irrespective of where you are. Right. I think >> right >> catching up with the technology will fasten that process I think and that's how trade can >> will be fastened I with all these different technologies impact that you have.

>> Yeah. >> Uh Bruce, one more question I think before we uh log off this conversation. Uh I know you have a podcast as well. Ithink you have these conversations. uh maybe you can talk about that uh briefly so that our audience know uh and how they can uh register or subscribe to that. >> Sure. Um well right now I'm I'm writing a book the AI human paradox and it has to do with AI and and humans >> and I have a website called the AI human paradox >> that I post all my information on. So they're welcome to go to my website as well and thank you for asking.

Beautiful. Oh, so it's not the podcast.So, got sorry, I got the Yeah. So, it's the book that you're writing and the website. Okay. Great. Great. I think um my audience would love it. I myself u love uh knowing new AI books or new books when we talk about human mind and AI. Um I myself have authored a couple of books. So, I really I would I'll be interested to take a peek once it is out. Well, thank you. I appreciate that. >> Thank you, Bruce. Thank you. >> And that wraps up another episode of Extra AI. A special thank you to BruceRandall for sharing his insights on how AI and quantum computing are transforming the future of trade and reshaping the ethical frameworks of global business.

The key message, AI is no longer just a tool. It's becoming the engine driving global commerce. But with that power comes the responsibility to ensure fairness, transparency, and long-term sustainability. Thank you for tuning into Extra AI. Don't forget to follow, share, and stay connected as we continue to uncover how AI is reshaping industries,societies, and the very fabric of our future. Happy predicting the future with AI technologies and stay extra.