In this episode of the Future Proof HR podcast, Thomas Kunjappu sits down with Ester Gramegna, Head of Human Resources at Aventum Group, a global leader in reinsurance that’s reimagining what modern HR looks like in an AI-driven workplace.

Ester brings a global and deeply human perspective to digital transformation, showing how HR can balance analytics, automation, and empathy to guide organizations through change. With a background in research and data, she’s helping Aventum build scalable, people-first systems—turning AI from a source of fear into a tool for empowerment.

From rethinking succession planning and compliance tracking to redesigning onboarding and recruiting with AI, Ester shares how her team is using technology to give time back to people, strengthen trust, and accelerate growth.

She and Thomas discuss how HR can lead transformation across industries that have traditionally relied on legacy processes and what it takes to align innovation with culture, business strategy, and human connection.

Topics Discussed:

• How HR can transform fear of AI into trust and empowerment.
• Building transparency and communication into every change initiative.
• Using AI to modernize succession planning and close skills gaps faster.
• Creating seamless onboarding and recruiting experiences with automation.
• Partnering with finance and leadership to prove ROI on AI investments.
• Why people-first transformation starts with upskilling HR itself.
• The evolving role of HR as both a change leader and business strategist.

If you’re thinking about how to guide your organization through digital transformation without losing the human touch, this conversation offers a practical and inspiring look at how AI can make HR more strategic, more efficient, and more human.

Additional Resources:

• Cleary’s AI-powered HR Chatbot
• Future Proof HR Community
• Connect with Ester Gramegna on LinkedIn

We really believe that people are the best asset for us.

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With that being said, we think that

leveraging AI and together with the

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human potential, we can be unstoppable.

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Thomas Kunjappu: They keep

telling us that it's all over.

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For HR, the age of AI is upon

us, and that means HR should

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be prepared to be decimated.

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We reject that message.

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The future of HR won't be handed to us.

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Instead, it'll be defined by those

ready to experiment, adopt, and adapt.

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Future Proof HR invites these builders to

share what they're trying, how it's going,

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what they've learned, and what's next.

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We are committed to arming HR

with the AI insights to not

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just survive, but to thrive.

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Thomas: Hello and welcome to the

Future-Proof HR podcast, where we explore

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how forward thinking HR leaders are

preparing for disruption and redefining

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what it means to lead in a changing world.

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I'm your host, Thomas

Kanjappu, CEO of Cleary.

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Now today's guest is Ester Gramegna,

head of Human Resources at Aventum Group.

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Ester is a strategic people-first HR

leader with global experience across

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the US and international markets.

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She has led cultural transformation,

scaled organizations, and built

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resilient talent strategies that put

employee experience at the center.

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She's a strong advocate for

digital transformation, blends

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automation and analytics with

a deeply human approach on HR.

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At Aventum, she's driving succession

planning career pathways and recruiting

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transformations by integrating AI and

people analytics into the HR function.

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And I'm excited to dive into

all of that and more with Ester.

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Ester, welcome to podcast.

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Thank you

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Ester: so much, Thomas.

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It's a pleasure being here.

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Yes, thank you.

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Thomas: Great to have you.

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Tell me a little bit about your journey

as an HR practitioner, especially to

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someone who's much more tech-enabled

and, has this pretty global approach.

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Yes.

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Thank you

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Ester: so much.

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It's a great question.

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My journey in HR has been

very interesting because I do

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have a background in research.

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So to me data is very important.

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And also, understanding the importance

of leveraging data and technology

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has been, especially in the last few

years, very important to how my role

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in HR has changed and progressed.

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And again, we know that technology

is helping us take the data to

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the next level and really create

processes that can be scalable.

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My journey in HR has evolved

throughout the years.

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Back in the day it was very admin intense

and at the moment, is a little bit more

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leveraging technology and AI is different.

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You know, I can focus

more, is more strategic.

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And also I can see our jobs.

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I do have a background in research

and I know the importance of

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data and analyzing the data.

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And at the moment with leveraging

technology, we can use that data to

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put together processes in place that

we can scale, we can centralize and we

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can use across many different geography

because again, at this moment and even

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in the past, I work for global teams.

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Thomas: So we'll definitely be

talking about the global aspect

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and also data analysis and AI

usage within your function and HR.

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But before we get into all of that, can

we just talk a little bit about Aventum

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and your current role and what you're

doing there around change management?

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So the company overall is going

through lots of transitions.

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How are you managing change and

supporting employee growth as the

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company keeps leveraging that.

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Thank you for that,

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Ester: Thomas.

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At Aventum, we do take a people

first approach when it comes to

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change management and in this

case, we use technology and AI

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for understanding any type of new

compliance trend or recruiting.

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So when it comes to that, we use a

really clear communication because

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again, when it comes to change,

everybody as human beings, we always

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feel with a sense of loss and confusion.

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And a lot of time we think,

okay: "What's going to happen?"

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But when it comes to HR and managing

this change, the most important

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thing is explaining the what.

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What is actually changing, but at

the same time how this is going

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to impact their everyday work.

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But also key as being

also explaining the why.

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Why we are adopting, why we're

changing, and helped really manage

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any type of change that we're

having across the organization.

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And at Aventum, per se, I can say that

we have really taken a great step into

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being very dynamic and flexible with

changes that are happening around us.

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In fact, we're a reinsurance

company and is an industry where

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is really relationships-based.

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But we are really embracing the importance

of technology and adapting as we go.

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But the key is not only integrating, but

also helping people welcome that change.

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Making sure that they're not afraid

of it, but they actually embrace it.

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So having that communication and

explaining what the expectation is,

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but just help them decrease that

sense of fear, of that sense of loss

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when it comes to welcoming change.

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Yeah, it really helps supporting

the teams across any type of change.

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Thomas: Yeah, so just some we can

really wrap our minds around it.

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So the offering is around reinsurance.

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So you have all types of employees who

are in the financial industry, right?

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Analyzing data and

understanding client needs.

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But then you also mentioned

there's a relationship-size of it.

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So what has been the shift

that's been happening and from

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an employee's perspective?

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'Cause you mentioned change is hard.

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People see that, that's not something

that it's easy always for folks.

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And you start talking about

like HR's role for it.

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But from an employee's perspective, if

I were to put you in that, on that side,

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how would you describe in a positive

way, hopefully, what are the shifts

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that are happening and available to you?

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Ester: Yes, as an employee is

taking their role to the next level.

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Instead of admin role, for example,

it's been a more strategic role.

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People are finding ways to take a break

and take a step back from all those psych.

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Extremely intensive task and we're able to

really leverage the technology and reskill

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what their actual job at the moment.

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Thomas: Tell me more about the HR's role

within that re-skilling and that process.

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There's change management and,

can you tell me a little bit about

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what you're doing practically?

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We have invested

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Ester: first in the last few years,

actually we have hired and developed

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a learning and development team where

they are supporting us constantly

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when it comes to training our

team members to understand and use

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those tools in their everyday work.

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But in addition to that, I've put together

a bunch of like manuals for everybody

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to understand how to use those tools.

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But the thing is we also make sure

that we created a space for everybody

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to share if they have any concern

when it comes to technologies, like

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what is actually the concern here.

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And we'll be able to provide

answers and we'll help you embrace

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it instead of walk away from it.

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Pretty much using the technology

and the human potential together and

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make them understand that it works.

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Thomas: So let's talk a little bit

more about an HR specific use case.

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In the intro, we talked about all these

different ways you're leveraging it.

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Maybe we can talk about

succession planning, for example.

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In the past and also at this organization

and others, but you're looking at

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doing it slightly differently now.

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What's available?

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Such a great question.

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Ester: In the past I've worked for

almost like seven, eight months to

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support the executive team put together

successful succession planning.

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And back in the day it was hours

and hours of meetings, data

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collection, and writing notes.

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And it was also difficult to

get everybody back together.

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It was really right after the pandemic.

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So it was very interesting that the

method that we had in place and the

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tools we had in place to identify what

were the next steps to support the

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team, to put together a succession

planning strategy for the next 10 years.

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Instead, in this case, we are

preparing now in the current company

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I'm working with to use technology

instead to support us throughout the

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succession planning, strategy design.

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For example, we're looking at using

technology to identify the current

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talent we have in place and the current

talent we have inhouse and identifying

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if we have the talent or we have to look

outside of it, outside of the company

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Then we still have that

successor in place.

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And so what we will do is we'll

use technology to identify any type

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of skills gap, but in addition to

that, it will be quicker because

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technology will help us also identify

potential development opportunity.

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Then we might not be able to identify

in such a short amount of time.

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Instead, AI and technology will

help us do that as the first base.

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And then of course we'll use our

experience in our HR team to take that

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to the next level and put together

a very good strategy for the future.

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Thomas: So the succession planning

process is certain roles within the

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organization, typically C-suite leadership

roles, maybe another layer if you're

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looking at the org chart down, or

maybe there's a smattering of specific

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types of keyman type of roles, right?

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That you wanna make sure

there's a succession plan for.

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So the output is having an idea of

for these X roles, these are the

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people that are setting up and we want

to invest in specifically to be the

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backup and in line for taking that on.

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So, to create that there are many inputs

of performance review plans of skills,

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a lot of like interviews as well.

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I imagine it's very qualitative, right?

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To really understand like what we

need for each role here and there.

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So to me, It's not immediately

obvious, like how much AI

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can be leveraged in this way.

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Can you tell me more about that?

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'Cause you mentioned in previously when

you've done it, there's a lot of focus

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groups, user interviews and conversations.

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So how does that evolve if

you're doing it with AI?

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That's a good question, Thomas.

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Ester: The thing is that

the most important thing is

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also time and efficiency.

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Back in the day, we used to

spend a long time identifying if

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there was any type of skills gap.

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Instead, at the moment, technology can

really be a very quick tool that can

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help us identify if there is any gap.

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But in addition to that, it will

be supporting us along the way.

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We'll still have those meetings.

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We'll still meet with the executive

team, we'll still meet with managers to

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understand what their vision is, what

they think their successor should be.

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Because again, it's a

cooperative approach.

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It's not HR coming in and tell

you exactly what the succession

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plan is gonna look like.

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Everybody together will decide what's

gonna happen, what is the right

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talent that we need to have in place.

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But AI instead can just look at the

same time, multiple different resume,

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multiple different job description at

the same time, and already flag what

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we should focus on and what we need.

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And instead, back in the day, it took me

so long, Thomas to be able to identify

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and do multiple different research.

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Speaking to people in the network

to understand if I actually was

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looking at the data correctly.

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Instead, now we do have a source

of truth that we can use, to

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start the project for sure.

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Thomas: Got it.

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So it's like the homework, right?

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So you're meeting with the executives,

you're understanding what their

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vision is for this particular role

or the function, but then the work

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that you're doing to identify who

you might put in or what skill gaps

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you might have in the function today.

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That part, what you come back with, would

be made more efficient because the process

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you have is now gonna be exactly distinct.

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Ester: Also, it's very important,

at times, especially in reinsurance,

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like we always have to keep up with

licenses, making sure that we're

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taking trainings to keep our licenses.

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So in this case, AI can be a super

tool because we will be able to

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identify if somebody is missing

a bunch of licenses or the right

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accreditation can flag it instead.

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Back in the day, we had to do a ton of

research or call the state to understand,

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or the right agency to understand

what specifically this underwriter

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need to keep this license up to date.

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Thomas: And especially as you

think about different markets

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and different types of products.

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It all goes back into that licensing.

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So you can help figure that out.

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So it goes back the company strategy

goes into the people strategy,

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and you're enabling that faster.

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Let's talk about another area, which

is about, I know you, you're very

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passionate about the employee experience

and the front end of it, right?

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Onboarding and recruiting.

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How have you leveraged

AI to improve those?

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Ester: Thank you, Thomas for that.

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So there has been a massive

change on the way we onboarded.

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Employees in the past and the way

we recruit, for example, starting

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with the onboarding side of things.

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Now I can tell you, hands down,

managers, recruiters, anyone who

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is hiring, has much more time to

actually create that connection with

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the candidate making sure that they

remember to schedule the one-on-one

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call on their first day or following up

or any type of documents are missing.

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Instead, back in the day, the

onboarding experience was multiple

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emails, manual emails that an

HR generalist had to remember.

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And I literally had to put an Excel sheet

for my team back in the day where they

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knew exactly what were the next steps they

had to take for an an onboarding process.

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And it was very time consuming

if one of them had to take time

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off, like we didn't know exactly

where they stand in the process.

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In addition to that, many emails

when it comes to any type of, if

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you need any I-9 documentation, if

you have to take a background check.

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Instead, now we're using technology

to create a very smooth process,

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and I'm incredibly proud to say that

because with the HRS system that we're

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using at the moment, that is Sage.

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We created a workflow where the

onboarding experience happens

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all throughout our HRS system.

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From the welcome email to the latest email

they have to receive before their first

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day where we receive all their documents

that we need, where they can submit their

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background check, but also when they can

participate to any type of like meetings.

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Like we send them a schedule for

when it comes to the meetings

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that they have to participate.

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And this has helped us tremendously

because everything happens

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in one place is organized.

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And at the end of their

onboarding, we also have data.

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Once we wanna pull up any

type of census report, every

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information is always up to date.

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Instead, back in the day, we have

to look for all those emails and we

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have sent out and understand, okay,

where do we stand with this candidate,

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with this employee onboarding?

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So that's the onboarding side of things.

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When it comes to the recruiting

side of thing, also technology

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has helped us save a lot of time.

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Has also helped us reduce a lot of this

initial bias that at time as humans we

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have, it's just something that we have,

when we're looking at a resume, we were

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looking at job description, technology

status, per se, has actually helped us.

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Like really, in the past I've

used AI tools that helped our

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recruiters schedule interviews.

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Where back in the day, we used to just

waste so much time understanding what

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the RA manager calendar looks like, what

the candidate's calendar looks like.

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Instead, now AI can actually help

us schedule those interviews and

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at the same time screen for resume,

avoiding the bias that's part of

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the human nature, and really improve

that candidate experience because,

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as first impression matters, Thomas.

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So the candidate and how the

candidate perceives us, the company,

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it starts from the pre-boarding

experience and the interview process.

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So now we do have efficiency when it comes

to following up with a candidate, but

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then we had the tool that was actually

sending emails right after a interview.

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Thank you so much for participating

to your interview that I instead,

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it was all manual before.

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So that's how we are and how I

leveraged AI and technology before.

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Thomas: So then, great use cases and

there's a lot more we could probably

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get into but, in terms of use cases, but

I'd like to kind of zoom out a little

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bit and talk about the function itself

in relation to the C-Suite and broadly

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what's happening with the organization.

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You've talked a lot about efficiencies

that AI can create with HR processes.

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How do you make the case for investing

in AI when budgets are tight.

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Ester: The key, Thomas is to demonstrate

measurable value, especially when we're

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talking to the finance team and especially

when we talk to our executive team.

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And I always think that the best way to

pitch something to anyone, and especially

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a finance as I say, HR and finance,

I think they have to really partner

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together in order to succeed together.

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So when it comes specifically to

asking for any type of investment, I

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definitely think [inaudible] important.

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What has been successful for me

is really showing them what is the

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ROI, what is return on investment

for them, making sure that they

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understand why and what is making us.

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Ask for more or foreign investment, such

as for example, like reducing that cost

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of [inaudible], reducing turnover rate,

reducing any type of compliance issues.

301

So if we adopt like an AI tool

that can help us with the latest

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compliance resources, we will be safer.

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So making them understand, what

is that really measurable aspect

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value, it will really help them,

will help me get their buy in.

305

And at the same time, I think

what has helped me in the past is

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really adopt small little changes.

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They will bring very quick and

successful wins, before like starting

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in investing in a bigger project.

309

For example, few months ago we have asked

to invest in a copilot license and we have

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asked to provide this to only a few of

our managers or executive team members.

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And then, in order for us to then open

this up in the next few months to the

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rest of the organization, we needed to

demonstrate to the finance team, the

313

time that we have saved, for example,

using copilot, because now note-taking

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or any type of supporting us throughout,

putting together presentations, and

315

that was a little small win that now

is giving us a chance to open this

316

up to the rest of the organization.

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Thomas: Thank you for going

through that, in depth.

318

Including that, a great example.

319

If that's the case, staying at that

broader level, could you tell me about

320

how do you get leadership support

for, enabling AI in HR when there's

321

a lot of fear from multiple angles.

322

One is about risk, right?

323

Data, governance, privacy,

trust, authenticity, or, on

324

the labor side - replacement.

325

There's job replacement

or process replacement.

326

There's a ton of reasons for

just standing in place, right?

327

Versus moving ahead.

328

Especially with HR-focused

use cases, which you have

329

given us so many examples of.

330

How do you get past that?

331

Both for, as much for the conversation

internally with your HR team, as well

332

as with the broader organization.

333

Thank you.

334

That's

335

Ester: a great question, Thomas.

336

First of all, it is an

ongoing conversation.

337

The safety and the risks involved

with leveraging technology.

338

Leveraging AI is always in the radar, even

though, as I said, we're very blessed that

339

- especially the company I'm working at the

moment, Aventum is really proudly adapting

340

to the change and really investing in

technology and investing in innovation

341

frontline in many different ways.

342

At the same time, of course, we always

think about what is the risk, making

343

sure that we're always compliant,

making sure that we're protecting the

344

organization and the employees in it.

345

So when it comes to that, when it

comes to getting the buy-in from the

346

executive team is really mixing the

quantitative data with the qualitative

347

data and making sure that they

understand the importance of that.

348

So understand, making sure

that we preserve that cultural

349

aspect, but together with

what's in it for the company.

350

Like how we'll save money and time.

351

So bringing those data together,

it really helps the company and the

352

executive team support that because

when, again, at the end of the day,

353

we wanna make sure that the company

keeps growing and keeps developing.

354

But in order for us to integrate

technology, it has to make sense on the

355

cultural side of things, but also when

it comes to the business side of things.

356

When it comes to the employees,

yes, it's true - in integrating

357

technology and AI as creative fears.

358

And I've seen it in the current company,

359

in the company I worked before,

everywhere I meet people in the network.

360

But the best thing is what has helped

manage the communication and be

361

open-minded is really like having

transparency, having a regular updates

362

sent to the team, making sure that the

leadership also supports HR and other

363

departments throughout the company, such

as the innovation department that we have,

364

and the tech team really help us build

trust, making them understand, help us.

365

Help the employees understand that

AI technology is not a threat, but is

366

actually a super power, super tool that

can, they can use to succeed and really

367

form their role to that next level.

368

Have more time for themself, have more

time for them to maybe take a break.

369

As I said, a lot of tools, for

example, that we're using are

370

actually saving so much time.

371

And I can make an example if you

want, of the latest technology

372

that we have built in-house.

373

So we're built something

for our credit control team.

374

In the past, I used to spend so much

time to allocate some unallocated

375

costs and unallocated checks.

376

And they used to put together like

folders and folders with all those

377

checks, and then in case of an audit,

it was taking like so much time for

378

us to get to that check or understand

where this check was coming from.

379

Instead, now the team has put together a

tool that can create those folders right

380

away and can organize them in few seconds.

381

And now our team has incredible time

back and they're not annoyed or scared

382

or worried when an audit comes in

because it'll take them few minutes

383

for them to pull the data together.

384

That was one.

385

And now the team have

seen the benefit of that.

386

Together with also, I've seen the

underwriting team has also come

387

back few months ago, with very good

feedback regarding another tool that

388

they're using that is helping them

take away all the information from

389

an email, from a document, sorry.

390

And put and funnel those through an email.

391

And again, back in the day, we

used to have many underwriting

392

assistants doing this work.

393

Instead, now we're building

technology that can actually do that

394

Thomas: for them.

395

This has been a fantastic

conversation so far.

396

If you haven't already done so,

make sure to join our community.

397

We are building a network of the

most forward-thinking, HR and

398

people, operational professionals

who are defining the future.

399

I will personally be sharing

news and ideas around how we

400

can all thrive in the age of ai.

401

You can find it at go cleary.com/cleary

402

community.

403

Now back to the show.

404

Thomas: You know, Implicit in what you

just said is something interesting that

405

you guys have done as an organization,

which is embrace AI in the sense of

406

we need to leverage it in all these

different functions and across everything

407

that we do, and evolve all the jobs,

but so much so that you're actually

408

building and investing in effectively

R&D directly yourselves to build custom

409

bespoke, AI or software that is helping

your organization be more productive.

410

That is one step beyond, right?

411

Just even saying we're gonna be

AI-native and we're gonna start working

412

with vendors that are offering best in

class kind of solutions and everything.

413

So that is a step beyond.

414

And I wonder from an HR leader

perspective, what are your thoughts

415

on what would make an organization

strategically want to go in to

416

buying software versus creating

a whole unit, which now you

417

need to staff for potentially.

418

Every services, business, kind

of needs some layer of R&D or is

419

there something like, going on?

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Yeah, so

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Ester: that's a great question.

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I think as a company we just understood

that, again, insurance and reinsurance

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is is one of those industries where

you still do a lot of work the old way.

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But again, we did understand

and especially our executive

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team has understood

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that in order for us to be

best in class and to deliver

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something that is unexpected,

we have to leverage technology.

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We have to leverage AI.

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And the best thing we understood

and our executive team is very proud

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of, is that the best thing is for

us to also control it, control the

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technology, be able to develop the

technology that fits the population

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that we work with, and that fits each

of those specialty lines that we work

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with because we have a bunch of lines.

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We do global aviation, reinsurance,

agriculture, construction.

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Building those technology in-house,

it gives us that really space to

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tailor the approach and to be very

efficient when it comes to supporting

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our customers, supporting our

employees, and succeed together.

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That's what has been for us.

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Thomas: So maybe let's close

with just talking about the

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future of the HR function and

the next generation of HR roles.

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I know you're passionate

about the employee experience

442

and putting people first.

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Is that still relevant in the future,

when we have an AI-driven workplace?

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Ester: I think so, yes.

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Because, honestly, let me

answer to this then we'll go

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back to your original question.

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Yes.

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People,

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honestly, especially for the

company that I work for at the

450

moment, we really believe that

people is the best asset for us.

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With that being said, we again think

that leveraging AI and together with

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the human potential,

we can be unstoppable.

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We can be best in class in what we do.

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When it comes to HR, instead,

my job is changing tremendously.

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Every six months as something

new come up, a new tool, and I'm

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constantly getting up to date.

457

Upskilling my own HR knowledge.

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So back in the day, it

was a very admin role.

459

At the moment, I can really focus more on

the strategic side of things, leveraging

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the data a little bit more and really be

more impactful when it comes to supporting

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the organization and every other level

across the organization, honestly.

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And I can say also for all the other

HR professionals that out there are

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leveraging AI, I think what I've seen

is, and what I think we all should

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do is really now look at the data,

interpreting the data and use AI to

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really put together like processes that

are more efficient than before, less

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time consuming, and definitely scalable.

467

'Cause especially when you work in a

global company, like you have to have

468

processes that are very inclusive and

tailored to the population you work with.

469

Thomas: That's great.

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So I can see that future coming

into fruition and I would just add,

471

just based on all of the examples

that you seem to have, Ester.

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Just offhand.

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About how the organization is shifting and

changing to use AI and different tools.

474

It also speaks to, I think,

implicitly how important it is for

475

HR leaders to be really plugged into

what's going on the business side.

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Like what is the business

working on, what is every single

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title, what are their functions?

478

What are they doing?

479

How does the nuts and bolts

of the whole business work?

480

Because that's how, if you're gonna

impact it from a change management and

481

L&D perspective, you have to really

understand what is happening, not too

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much from a technology perspective.

483

And there's so many use cases I

know we didn't quite get into that.

484

I know you're working on internally

around leveraging AI within the

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HR function, but we're gonna have

to leave that for another time.

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But I wanna say thank you one

more time for joining Ester.

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And then do you have any parting thoughts?

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Maybe just looking into the future,

what are some things that you're

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excited about, projects that might

be coming up in the future or, just

490

programs maybe you wanna put in place.

491

Thank you

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Ester: much for that question, Thomas.

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In HR, there's never a dull moment, is

always at an exciting, ever changing,

494

is an ever changing type of role.

495

And it's fun.

496

Oh, the next few months, definitely,

on our agenda is the succession

497

planning, project for us because

as one of our biggest issues, many

498

companies is retaining that knowledge

and transferring that knowledge from

499

one team member to another one, but

also making sure that there is a

500

progression throughout the years.

501

So that's definitely in the books

for me, and that's top priority for

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us because it's business-critical.

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Thomas: Yeah.

504

Thank you for sharing that.

505

I think that is an example, likely

of that bucket of work, which is it's

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hidden, but it's starting to reveal

itself, which is, it's very easy

507

to see on the administrative side.

508

All these different things that

you used to do that you don't have

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to do anymore, which then leads

to fears about jobs going away.

510

But this succession planning, doing

that well, or maybe better than ever

511

before, imagine having a succession

plan for every IC role out there.

512

We just never would imagine you'd have

the time to do anything like that, but

513

that's all maybe being made possible.

514

That's a great, I think insight about the

kind of demand- increased demand - that

515

we'll start to see from the HR function.

516

Totally.

517

As more things are possible.

518

Totally agree.

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Ester: As the HR function, like we should

also play as role models because when it

520

comes to change, we have to show that we

are learning, welcoming the change, open

521

to upskill and be dynamic with change.

522

And then everybody else will also see that

and understand that we're not different.

523

We're not special.

524

So if HR reacts to change in a very

close-minded way that everybody around

525

us feels that, oh, what's the point?

526

Not even HR is able to be dynamic.

527

Challenge the way they do business.

528

So yeah, I definitely think that's

important on our side but also get the

529

managers, the executive team, also believe

in this change and teach them exactly

530

the ins and outs of why we're adopting

those psych processes and technologies and

531

what is the long term win for everybody.

532

That will definitely help.

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Thomas: Thank you Ester.

534

I think we can leave it there.

535

Appreciate your time and I hope everyone

out that's listening, got some value here

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about how you might be able to leverage

AI both within the HR function and also

537

the ways that it's coming together in

different workforces where you actually

538

have investment all the way in towards

your own internal R&D, which may or may

539

not make sense for different businesses.

540

But it's really interesting and

intriguing to think about from

541

an HR lens and change management.

542

And L&D always comes up and I love

the concept of uncovering new work and

543

doing things that we could have never

dreamed of doing as well as we could.

544

And succession planning is a

great, probably underutilized

545

process, which I'm excited to see

where you go with this, Ester.

546

So with all that said, thank

you once again to Ester and

547

everyone following out there.

548

Good luck as you continue to future proof

your orgs and the HR function overall,

549

so we can all thrive in the age of AI.

550

Thank you so much.

551

See you next one.

552

Thank you.

553

Ester: It was a pleasure

being here with you.

554

Thank you.

555

Thanks for joining us on this

episode of Future Proof HR.

556

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557

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how we can all thrive in the age on AI.