ATLIS360: IGNITE for Tech Operations

Hey everybody.

So today we have a very cool topic.

So I'll tell you that this one was born out of a casual conversation where I was talking to Stacy.

We were at the Atlas Leadership Institute in-person kickoff, and she was telling me about some really cool things that she's done with the Atlas 360.

And it was such a unique thing that I was like, oh, Stacy, this, this is cool.

Like this would be really great to share with the community.

And she very graciously agreed to come on.

And before I turn it over to Stacy, I wanted to share a couple of things that are going on that surround this that I think they, um, are very interesting for you to know about.

So if you have not seen your Atlas inform this week, I'm gonna go ahead and share my screen with you for just a second.

And you'll see here, we sent out this request for you all to take a survey and you actually can get a free coffee on Atlas, but it's on the same topic.

So today Stacy's gonna tell you how she used the Atlas 360.

And again, if you're not familiar with it, the Atlas 360 is like a whole suite of products.

It starts with a basic self study and it has discussion questions and prompts for you to go through, and the answer with your team, it also has a rubric.

So you can fill this out and determine how are we doing? And it's has different areas of technology at a school.

So there's IT operations, there's tech for learning, there's things like cybersecurity, and there's even an AI section.

We also have a companion manual that goes through and helps you.

Once you've taken this and you figure out where you are, then we see, okay, well I need a policy on X, Y, Z.

That's where the companion manual comes in.

But we have a new iteration of this and it is coming soon, but this is what I want to make sure that you're making all these, uh, connections here.

This is the 360 dashboard.

So it is going to allow you to take your data and to put it into, first of all, a dashboard that you can use internally.

So you can see over time how does your school make improvements, where are your opportunities and how can you actually record that growth? I think this is a really great opportunity too, for you to talk about, like requesting more help with your department, right? If you show like, oh, we are really struggling over here and like, we need to move the needle on this.

It's a way to gather data around that.

But the really, really exciting piece of this is that your data will be aggregated, and so it's gonna be anonymized.

I want to make sure that you know that, um, we're never gonna share your school's results with like everybody else, but what we can do is share, okay, these are how schools in the New York area or the Midwest area, how they're doing, again, in aggregate and show this is where your school is, and this is where schools from other demographics.

So you can, um, use those in really interesting ways.

So we're actually pairing up with NAIS to integrate dazzle data.

We have a really cool API, we have a great agreement with them.

And so it's going to be on a whole slew of different demographics.

So if you wanna look at schools that have, uh, maybe serve single gender, let's say you're an all girls school, or let's say you're a boarding school or maybe you're looking at things with schools of similar tuition size, um, all kinds of different demographics, you'll be able to really use this in a useful way.

So we've got those resources dropped in the chat.

So I just wanted to let you know, we are trying to get people to populate that survey, and this is really important.

So if you guys can take just a moment, even after today's session and just put in a benchmark.

So this is a preliminary data point.

It doesn't have to be, um, something that's overly complex at this time.

It could just be your kind of initial impressions, your starting point.

And then from there, maybe it's something where you can have a collaborative team process.

You guys are talking about it.

You can really get, um, larger input.

That's the, the best practice way of doing this.

Um, but again, for purposes right now, we'd love to just get, you know, a, a base, a baseline.

Uh, so if you have time to put that in there, we'd really love it.

But without further ado, I'd like to turn it over to Stacy.

So Stacy, can you, first of all, before you get into the session, tell us just a little bit about your journey because you have had some really interesting roles.

Um, so would you just give them a little context about who you are, what you do, and then your background with, with this? And, and thank you again for being here with us today.

Well, thank you.

Um, so nice to be back, uh, with you and Atlas and see all my fellow Atlas members.

Um, so I, um, this is my first year in working in independent school setting and I come from over 25 years in tech operations, 20 years in tech leadership, working mostly in arts and entertainment field.

Um, so, you know, it's still arts and entertainment and education, but just in a different way.

Um, so, um, so that's pretty much been my journey.

One of the first things that I wanted to do is get involved in the independent school culture and learn the knowledge and learn, um, all the nuances in tech leadership that are not in what they call industry, working in corporate or arts and entertainment setting.

And I thought this was really a great way to be able to do that, is get involved with Atlas, uh, before I even started at, uh, the school that I'm at.

And I, I remember reaching out to Ashley probably three or four months prior to me starting just saying, Hey, you know, I'm really interested in getting involved in a LI and, um, the head of school, um, bought into me getting involved prior to my start date and, and it kind of grew from there.

So, um, thank you so much for, for having me and I appreciate you all, uh, joining on the session.

So I'm gonna go ahead and share my screen.

Okay.

So I just wanna make sure everyone can see the initial slide.

Yeah, we can.

That looks great.

Okay, wonderful.

So again, my name is Stacy Valentine, I'm the Chief Technology Officer here at Mary McDowell Friends School.

We're located in Brooklyn, New York.

And before I get into my presentation, I have a prompt for you all and, uh, this is, uh, kind of an interesting one 'cause I would like to know if you had a perfect clone with all your skills, knowledge, and even your morning breakfast preferences, what part of your job would you plea dump on them and what part would you absolutely wanna keep for yourself? Um, you can ponder it for yourself, you can share in the chat if you like as well.

Um, I just thought this was a fun way to get started because essentially this is what, um, I feel I've created, is basically a little clone of me that can help be a real great assistant and thought partner and advisor, um, for, uh, for me in, in this new role that I took on.

So, um, lemme check the chat and see what anyone has if anyone has said anything.

Yeah.

And you'll feel free to come off mic for this one too, if you'd like to respond.

Oh yeah, absolutely.

Oh yeah.

Oh, Amanda, yes.

The people facing aspect.

Absolutely.

Oh, pat Worth and MFA reset, 100% definitely would dump a lot of that student check in.

Teachers and staff absolutely.

Dump AV support.

Oh my gosh, Bradley, I found my people.

I love it.

Thank you so much for that.

So keep those coming.

'cause I mean, these are questions that, um, will become really important when, when you ask yourself like, how would you use something like that, that you could really keep those best parts for yourself? And then what parts would you actually have, uh, if you could automate it or, uh, push it off to, to someone else.

So the interaction with teachers, staff, students, I see that a lot and that is absolutely one of the best parts that I love about working in independent schools right now.

So that's a great one.

Thank you so much.

Um, so just a little bit about me.

Um, so as I mentioned, this is my first year working in, um, independent school settings.

Excuse me, I'm blind and I cannot.

Stacy, tell us, what is your role there? What's your job title? I'm the, I'm the Chief Technology Officer here.

So I oversee technology operations.

I oversee our, uh, data, um, operations for CROs as well as educational technology.

Um, and then of course all the other little things that we all do as tech leaders that have the time, have nothing to do with our job.

Um, so it's really, um, a little bit of everything.

So I love it.

Um, as I mentioned, I've been in this industry for a little over 25 years in technology and digital operations, 20 years in tech leadership.

Um, and, uh, during COVID I did have a three year stint working in education, technology leadership within online, um, graduate school provider, um, that was basically moving a bunch of their university courses and classworks into online during, um, COVID.

So that was really fun.

Um, fun fact, I actually have my bachelor's and master's degree in classical clarinet performance, who, who, who would've thought, right? As well as a bachelor's in arts, uh, business administration.

And, um, currently I am starting this summer on an MED in curriculum and instruction specializing in education, technology leadership.

And if all goes well, I will be finished in 2027 of the fall.

And I'm also a member of the A LI 25 26 cohort and best cohort ever.

Um, so that is, um, just a bit about me.

Okay.

So let me get the chat.

I love, uh, I love everything going on in the chat.

Thank you so much.

So, um, basically what is my why? So one of the first things I said to myself when I decided to enter into independent school setting, um, was I wasn't necessarily trying to be innovative in coming up with this GPT.

I just didn't wanna get it wrong.

Like, I wanted to get myself ramped up as fast as humanly possible in an area that really does take a lot of, um, intricate knowledge in that school culture.

Like if you ask all of us on this call, what we do on a day-to-day basis, we could all be directors of technology, we could all be chief tech officers, we could all be, you know, tech managers, but each of us would probably have a wildly different job description because we are immersed in the technology of the culture of our school.

And so that was really important for me to really understand that.

And Mary McDowell Friends School, it does specialize in, uh, students with, uh, language based learning disabilities.

And that was extremely important for me to make sure that the services that I would be providing and supporting my team would, would definitely, um, have a lot of that factor in.

So my reasons for even trying to figure out like, how was I gonna do all of this, um, were, you know, basically aligning the tech goals of what, what I was challenged with when I was hired for this position, um, doing stakeholder interviews and really trying to understand how to analyze that feedback.

Um, I definitely wanted to align it with Atlas because it provided such a wealth of resources for me, um, when I started.

And as well as being new to the environment, as I said, I wanted to facilitate teamworks and accelerate my own onboarding.

A lot of tech leaders I feel, you know, could attest that many times when you start a new job and you are that person, you're not going to the assistant head of school to onboard you, HR can't onboard you, you know, the head of school can't onboard you.

Many times we are kind of in this world where they're looking to us to really understand what to do and where to go and those decisions that need to be made.

Um, and so I wanted to make sure that I had all the information possible in order to make this transition, uh, work for me.

And, you know, a lot of times we have our own methodologies and, uh, you know, your own kind of personal tech philosophies that you also wanna integrate into that.

So that was really, um, my why.

Um, for years I've been an early adopter with AI technology.

I had done some, um, early work with meta on, uh, some technologies that they were working on.

And when Copilot came out, uh, working at the Microsoft Center in Midtown Manhattan, um, sort of being in some of the early stage, um, prompting and AI customizations that they, uh, started there, uh, being a part of that was really exciting to really understand how some of these technologies were coming together very early on.

And so this was kind of something that to me could have been a natural progression to see how I could utilize something like this, um, in this way.

Um, so that brings me to, um, my next slide, which is what I call technology leader Tetris.

Okay, now, I'm, I'm a gamer.

Maybe some of you, you know, have, uh, your favorite games that you play, but for those of you that weren't born in the 19 hundreds you made, you might have never played Tetris.

And in Tetris, the goal was pretty simple.

You had these different shaped pieces that, you know, they fall from the top of the screen and you have to rotate and place them.

So they fit together really cleanly, right? And guess what, if you don't keep up, the board fills, the pace feeds up, and then eventually the game ends, right? Sometimes I feel like technology leadership feels like that.

You have all these different pieces coming at you.

You've got operations, security, people budgets, students interruptions, some fit really, really neatly, and others, they kind of force trade offs, right? Sometimes you have to say, well, you know, we really need to fix this thing, but it means students are, you are not gonna be able to work for the day.

So, um, and you kind of place them while the next piece is still falling, by the way.

So that is really kind of one of the things that, you know, I always kind of think about is like, oh, it's another day of tech leader Tetris.

So basically what I was looking for wasn't a way to necessarily win the game, but what I wanted was, uh, a way to just like slow it down enough so I could see the board clearly before deciding where and when the next piece belonged and, and where it would go.

So, you know, when you step into a new environment for me, I'm sure a a lot of you have been to new, uh, schools and you're kind of figuring out how to ramp yourself up before that first day of school.

You know, you're trying to move an established school forward in a thoughtful way.

Um, and the challenge for me, like many of us was volume, we're wearing a lot of hats.

We're responsible for operations and risk and timelines, and then also kind of picking up the pieces of the person that was there before you.

Um, sometimes you have a large student and faculty population with very lean tech staffing, okay? I am sure some of you can attest to that.

You're pulled into all those different areas that maybe not be your wheelhouse.

When I found out, oh yeah, your department handles the yearbook, what, oh, okay.

So at some point all these things do get to, um, start to, uh, pile up.

So for me, when I first started, what that pile up looked like was I had done over 17 listening interviews with the stakeholders here, um, learning my job description, learning the challenges that were tasked of me from the head of school, um, learning the newly adopted strategic plan and the school's mission and the culture Quaker values, understanding my team's history and dynamics, leadership priorities, budgeting, realities, and also what that long-term strategy means all at once, all these things had to be kind of figured out before school started.

And not to mention learning how to get where when learning 250 staff and faculty names like, you know, who could do that, right? None of these things were wrong, all of them were important, but together it was a lot of noise for me.

So one day, not much before attending the, um, a LI kickoff in, uh, Columbus, I basically kind of, um, trauma dumped all of this stuff into chat DPT, and I was like, oh my God, just to help me figure this out, help me analyze this.

Like what kind of point pain points kept coming up, what priorities kept coming up.

And I just kind of used it as an assistant in a way to just help me, um, organize my thoughts, organize all the data, um, that I had.

Um, and you know, and then after finding the Atlas 360 guide, which was really, um, such a valuable resource for me as someone who was new to this industry as well as the rubric.

And I thought that was the best way for me to do that, is to take all this data that I had gathered over the, my first 30 days here and weighed against this rubric.

And, and I said, well, let me see if chat GPT can help me kind of help fit those pieces in those answers that I were, um, filling into that rubric.

And then how could I take that and then weigh it against those priority and pain points that, that kept coming up in those stakeholder interviews and the things that I had learned, um, when I started.

Um, and so that is kind of what eventually became ignite.

Um, it kind of helped me just organize that noise.

It kind of helped me find the cheat code in a way to playing that technology leader Tetris.

So it really kind of helped me hold the complexity long enough to see what mattered most visualize what those right pieces are and how to get those right places, those right pieces into the right places, and kind of flow with the game and actually keep the game going.

I'm not trying to win the game, I'm just trying to get myself to the point where I have a good handle on all those different pieces and how to play.

Okay.

Um, so I'm trying not to ramble here, so I'm rambling.

Just let me know.

Um, so as I mentioned, you know, I started using chat GPT just to sort out my data and, you know, really what surprised me the most was, not that that it worked, but more so like how it worked.

Um, it really helped me kind of sort out, um, patterns that might've taken me a little bit of time to connect.

They were reflected back to me, like really quickly and in a structured way.

You know, it, it's really interesting because when you've been in this field for a long time, you kind of know what your personal philosophies are, right? You get a handle on the culture and what things work.

And we all know our timelines.

Like, you know, our big time for tech is summers, spring breaks, you know, winter breaks, that type of thing.

Are the times when we're doing a lot of those, um, little projects and then engaging, well, this project will have to be done in the summer because it's more invasive or things like that.

So all those things that take that human connection, all that stuff doesn't change.

Whatever your philosophy, your practice, your methodology, your, you know, project management tool of choice, none of those things actually changed.

But what this really helped me do was kind of again, recognize those patterns and organize, um, some of those noise.

It made the gaps more visible, um, and unexpected.

And as I mentioned previously, it really helped me slow down in good ways and really kind of organize, um, my question and problem solving.

Um, and to me that was probably the, uh, most valuable part, uh, to me.

Um, one moment I've lost my tools.

Okay, great.

So now I have another prompt for you.

Where, where do you think a thinking partner that knew everything that you wanted them to know, let's go back to that clone that we talked about at the beginning.

Um, but they know everything you'd want them to know about your environment.

How would that thinking partner be most helpful to you right now as we are in February? This is like, um, you know, this is probably one of the biggest times for us in in school and tech leadership as we're going into kind of the sprint to the end of the school year.

And, you know, this might be a time where if you had that time to really sit and think about, um, what you would want them to know, how would you want them to help you plan or talk about, just think about that if you're welcome to post in the chat too.

It could be priorities or, um, risk management or change management with things that you have coming up.

Um, what are your thoughts? I'll just give you a moment to respond.

Yeah.

Thinking about prioritizing how to organize work for the rest of the year, that is, oh, that is really, really important.

Um, preparing for the 26 27 school year.

Absolutely.

We are absolutely thinking about that now.

How to make a flexible roadmap and how to push support people.

That's a big one also, especially when you're thinking about, um, faculty and getting them to maybe change a process or update something that is going to change for the next year.

Um, strategic planning for the, for three years.

Absolutely.

Absolutely.

That was, uh, really, really big for me to be able to take our school mission, um, our strategic plan that was newly adopted, and then also all those assessment interviews that kind of had all those things that came up as priorities and pain points and be able to see a roadmap that you can create from all that data and be able to go in and say, okay, I'm seeing these are the priority.

Realistically, when could we do that as a department? Um, what does that look like on a school level? Is it aligning with our strategic plan? And yes, absolutely you can do all of this without any type of AI model, but um, it really kind of helps you connect a lot of those, um, dots in, in such a different way.

Um, that was really helpful to me.

Um, one of the things that I found recently is, um, when the AI symposium on AI that took place in December out in, um, Houston.

Houston, um, and I thought it was a, a very interesting conference to attend.

One of the things that I did think though is I said, wow, you know, I wish that there was more for tech operations.

I wish there was more that kind of helped to underscore and support the things that we do every day in our personal philosophies.

And, um, and, and I just thought this really fit in really well for, for me and what I was doing.

And, you know, I was really excited to kind of share this, uh, with you.

But, um, but I think it's really important for us to have whatever that strategic thinking partner that could help us build those three year roadmaps and help us kind of figure out, oh, we have these things to look forward to 20 26, 27.

Um, so yeah, these are all really good.

Thank you so much.

Bouncing ideas around Absolutely.

Change from different point.

Right? Nice.

Wonderful.

Thank you so much.

Okay, so let's get into the nitty gritty of Ignite.

Um, so basically, what is Ignite and how was it set up? So one of the things, by the time I had gotten to a LI last summer and started talking about it with, um, Ashley, um, I had it set up very, it's a, it was a very skeleton thing.

Um, it's kind of grown into this wild beast now, but, um, at the time it was very, uh, uh, uh, very much a skeleton that was still extremely helpful.

And these are, um, what I call the foundational instructions that were, um, uploaded in documents.

Um, when you're creating GPTs, at least in chat GPT, I'm not sure, um, how the other model's restricted, but you have like a 20 document max of what you can upload.

So a lot of these were just consolidated into documents, but these are the ones that I started with, um, the self-study rule rubric and the guide, the change management toolkit, how to create a technology plan and planning workbook, the Atlas AI policy resource cybersecurity recommendations and best practices, onboarding best practices standards for tech equipment lifespan, which was one of the pain points that came up here.

And then at vetting through a community building lens, which is something that I had never really done before.

You know, working in industry, everyone has Microsoft.

That's pretty much it, you know, and maybe a few little apps here and there.

Um, so these are what I call the foundational instructions.

So that basically meant that, um, anything else that was input, um, into, uh, the GPT would always reference one of these documents at its foundational core, unless you explicitly tell it like I have mine, um, using Atlas, but also keeping in mind my personal philosophy and technology methodology and project management as well as any, um, like ITIL practices, um, and guidelines that I follow.

So it kind of works with both, but in, in terms of what we're doing within the school, it always referenced, um, the Atlas documents as its foundation.

And yes, as, as Ashley brought up a really great point that you can combine your PDFs into one DAP to get around it.

Um, for the purposes of this GPTI kept the Atlas 360 study guide and rubric separate, and then combined all the other documents together so that I could use the rest of that, those resources for my, my, my other documents that I wanted to update.

And also, just to keep in mind, there's no personal information in there.

So everything I did was very, it doesn't know the name of the school, it doesn't know my name or anything like that.

Um, but just the content of what we do.

Um, I built, uh, glossaries in there.

So one of the really fun things that we did at our A LI kickoff, which, um, I actually updated it after I came back from a LI is making sure there was a good glossary of terms based on, you know, educational technology and technology operations and things like that.

So I thought that was really interesting to be able to build a good standard glossary of terms in there.

Um, or those leaders that, you know, may want to learn other sides of things.

There were a lot of work on educational technology side that I weren't really familiar with, so that was really important for me to include some of that in there.

Okay.

Oops, that, and then these were some of the optional documents that, uh, you would be prompted to, uh, upload if you wanted to.

Um, so it could be your school mission statement or your department mission or vision statement.

If you have your school strategic plan, any kind of tech roadmaps or just like a scribble of all your goals, like, oh my God, these are all the things I would love to be able to do in the next few years.

There was so much brain dumping going on, um, that you can just update it, um, with that stuff.

Um, again, your personal tech management, uh, philosophy or your project management if you like, you know, agile or is there anything specific that you'd like to follow school calendar? Um, so I have instructions in there to, uh, basically, um, gate decisions based on the documents.

So it says like, school mission or your strategic plan is kind of part of like that foundational structure and your school calendar, if you update your budget, would be under time constraints.

So, you know, we really need this done by this date.

Oh, well, you can only do it during these times because you have PDs or you have winter breaks and things like that.

Um, one of the other things that really was helpful to me is uploading job descriptions.

So my teams, um, in general job descriptions are in there, um, any device specs and all these things are prompted for you as a first time user.

Um, once you start onboarding, it asks you all these questions.

And then it also invites you to update these, um, documents if you want to.

Um, if you do stakeholder interviews or any kind of data, um, I recorded all of mine on audio and, um, and then I just use the transcription feature to spit out the PDFs of the, um, of the text.

And then I used that to update and kind of, uh, recognize some of the patterns within those stakeholder interviews in terms of, um, pain points, priorities, and things of that nature.

Um, and then, uh, it also takes your answers from your rubric or your onboarding, and that goes into all the decision making.

So, you know, this is not like a ticketing system, it's not going, it's, it's not like Google, it's not gonna just spit out answers to, but it's really going to take, um, the information that you put in there to help you make those decisions that, that you want to make for your team.

Human interaction is like number one here.

Um, this is not at all meant to replace, you know, your, you know, wonderful planning and your smart mind and the things that, that you want to have integrated with this.

So I wanna make sure that that's really important to say, um, because I do think that some people think that, oh, you know, it's gonna take over the world and, you know, it's, it's, you're just, um, spinning stuff into it and this, this is not that it, and, uh, it probably wouldn't do much good if we tried to make it that.

Okay.

So, um, basically it's not, again, it's not meant to solve technical problems for you.

It's really just designed to support how you think about your decisions, your systems, your risks.

You know, again, think about that Tetris game that we talked about earlier.

If you do approach it like Google, you're gonna get limited value out of it if you approach it like a trusted but candid advisor.

Again, think about that quo we talked about or thinking, think about all the wonderful answers you gave to, Hey, if I had a great thinking partner this, these are the things I would want it to help me with.

That's how you want to be able to, to frame this.

Um, so you have a means to create a roadmap, you know, quiet that noise, gain some clarity and master that Tetris level such as where you'd like to go.

Um, governance conversations get lighter because you can name the why behind your choices, okay? You're no longer carrying invisible risk by yourself.

You can explain your decisions calmly and confidently to leadership.

Um, I love getting it to create me a an executive summary of everything I just spit in there and it's like, okay, I need to go explain this to my head of school now.

So just give me like a very high level executive summary in my voice.

Um, and over time, you know, operations do feel more stable.

Um, so, you know, that's kind of how I see this in, in, in terms of having, um, Atlas at its foundation.

And then you kind of build those other pieces on top of that to get that to be like a really on target strategic partner.

Okay.

Okay.

So, um, I was gonna give you a small slice of how I actually worked with Ignite.

Um, the GPT that I have that I'll be sharing with you is an unbranded copy copy, basically, it doesn't have all my junk in there.

Um, I just kind of, um, copied it and then just made a clean slate out of it.

Um, and that will be available to those of you that are interested in it.

And, you know, if chat GPT is not your thing, I also have provided a, um, a kind of a replication document that has kind of the prompts and how the trees work and all that stuff so that if you prefer, you know, Gemini or you know, one of the other models that work best for you, you could essentially recreate something similar or even something better.

Please make it better.

Um, but even something better in, in your AI model of choice.

So, you know, this will just give you an idea of how, um, how I used it.

And so, um, I just, and now I recorded this because, um, it was being a little wonky last night, Chad, GBT.

So, um, I said, let me just record this just in case.

Um, and then if we do have time at the end, 'cause this is, uh, essentially my almost to last slide, um, if we do have time at the end, I'm happy to show a live demo, um, or if we have specific things you would want it to want to ask it, or if you have, uh, questions about how it was configured or, um, any of the prompts that I used, I'm happy to help.

And, um, and then I'll talk to Ashley about how to distribute that.

If you do, um, if you do prefer chat GPT, then the link will take you right to that GPT and then you're welcome to go to town on it.

Um, so here I'm onboarding as a director of technology.

Um, and then it takes you through, I think it's like six onboarding questions.

I've kind of just put some random, random data in there where it asks you what your title is, how long have you been there, um, what grade levels do you serve.

Again, all of this, um, information will prompt you, um, will, uh, add to kind of how it works with you as your thought partner.

Um, so it has all kinds of stuff in there, the campus type, um, what, how your devices are distributed, is it one-to-one shared, BYOD.

Um, so anyway, I just, uh, kind of showing you what, what the onboarding portion of it looks like.

Um, and of course you don't have to do the onboarding portion in this way.

Um, you can, uh, I had a friend test it out and they just basically like brain dumped any and everything that they can think about into kind of one, um, response, and that was sufficient as well.

Um, and then you can also, uh, say what your priority is and then here it will prompt you to upload any documents.

It's also, um, programmed to prompt you every July I believe, or once a year like that, a year from the time you've updated it to upload any, um, Atlas documentation or any like school documents as you make your, um, tech operations, um, SOPs or anything that you would want it to know, it does prompt you regularly to be able to, um, update this.

So this just gives you an example of, um, what, uh, it prompts you to do.

So as of now, if you have been in your role over 90 days, well, excuse me, if you've been there zero to 90 days, it prompts like a 90 day kind of roadmap.

And if you're anything outside of that, then it prompts you to see if you wanna go through the rubric.

So, um, in this case, I just started the rubric.

You can stop it at any time.

You can have it calculate for you at any time.

Um, if you don't necessarily wanna start at section one, which is technology for learning, you can say yes, but I wanna start in section four or wherever you wanna start.

Um, and it's also programmed to remember where you left off.

It remembers your, uh, it remembers all of your calculations and answers as you go.

Um, and you can reference, uh, in the document that I'll be sharing if it has all the, all the documents that are already in there so you can reference any of those documents at any time, um, to match whatever it is that, that you're doing.

So, uh, so anyway, this is, I think this is the last question and I was like, all right, let's, let's do the rest of this later.

Um, 'cause who has time? We'll sit there and do, do an entire rubric.

Um, but yeah, it does keep track of everything and then all, you know, as I said, um, it will save everything.

You don't have to re-prompt anything.

You don't need to re-upload anything.

This will remember all of your data that you've input and, um, data day.

Stacy, I have a question around that.

So with my experience when you're using custom projects, like you have a history of all your chats and it does do a good job of having that historical data in there.

Mm-hmm.

But I've run into an issue with custom GPTs where as soon as you're done with that thread, when you close out the instance, it forgets the basically everything that you've done there.

Um, have you come across that with, with this one? I have not as of yet.

Um, so lemme move some of this stuff.

I mean, that would be amazing.

I'm curious.

'cause that's, that's an issue that I've kind of ran up against when I've been trying to work a little bit with custom gpt.

They were really good as long as I've got that open.

But sometimes when I cleared out and came back, like I would try to get it to reference and it, it would say like, oh, well, can you paste a summary of that conversation? And I'm like, well, no, that's what you're here for, Right? I mean, that's actually interesting because, um, typically, so, okay, so there's the, um, can you see my TPT? We can see your screen right now? Yeah.

Oh, Okay.

Great.

Great, great.

Okay.

So, um, with this, if you were to do a project, I'm guessing, and I haven't, you know what's funny is I have not done a project I thought we could.

Okay, I see.

So you can't, you can't, um, move out of the way, please.

It doesn't allow you to pick that one.

So I haven't run across that, which is interesting because, um, I, I can jump in.

I know that sometimes when I use the custom GPTs, it'll save the thread under chats.

Mm-hmm.

Um, I haven't played it with it enough, so I can usually just scroll through my chats and find what I was working on.

Yeah, That's Very Much, I'm not sure if it opens like the chat back up within the GPT.

Yep.

Thank you Kelsey.

Yeah.

And Stacy, we've got a question coming for you in the, in the chat.

Yep, there we Go.

So y'all, Brad Bradley's asking, well first of all, saying thank you and, uh, we really appreciate you sharing this.

Mm-hmm.

So data privacy.

So yes, big question here.

I, as I, I wanna pause.

If you were putting sensitive information in here, and again, you don't have like the enterprise level securities on these, you do need to be careful with that, but he's asking, do you have to log into chat GPT in order for it to remember your previous responses? And for this custom, GGPT does chat, GPT, use the data you enter and the files you upload to then trade the LLM.

Okay, so I can an answer the second question.

Um, so I, uh, did check with them.

Now the real answer can only be answered by open ai, but, um, I did check with them and it does indicate that it is, it is not used to train, um, their GPTI, I personally don't put sensitive information in there, so it doesn't know where my school is, what the name is or anything like that.

Um, I usually will, um, white label or just kind of clean out anything that would be identifying factors, but I'll just work to upload just enough information to help me make the decision or organize, uh, the decisions in, in the way that I want to.

Um, but that's actually a really good question.

In regard to data privacy, I, I only have, I have a business version of, um, GPT, so I actually don't know what the free version does if it forces you to log in or not.

Uh, maybe if someone doesn't have that, they can, um, they can attest to that.

Um, but, uh, so Bradley, I'm, I'm sorry I can't answer that question specifically, but it's actually something that I'm going to try, maybe use a private browser and see if it'll let me use the GPT without logging in.

Um, but it is, um, it is a, it is public for anyone that is specifically shared the link.

It's not in the GPT store or anything like that.

Hopefully that helps.

Okay.

So from Emily, do you have other GPTs I funny I do.

So, um, I created two other GPTs only just because I do like to, I kind of get hyper-focused on stuff and I do like to spend a whole lot of time like working with IT to get it exactly how I want it to respond.

Um, so I have this partner, GPT that might see here, which is actually kind of a part of one of my side hustles.

So I used that for training, um, travel Associates, travel Associates, which is really cool.

And then another GPT that I created actually for one of our A LI, um, projects around, um, data safety.

So it was kind of a, a cool, um, project that I did with my team where we created, um, kind of rules of the road for how we're going to analyze and organize data safety within our environments based on what our kind of data landscape looked like.

So those are the only two that I've done so far.

I, I had one at my previous employment, um, that we used for, um, they, they used it for like vetting and organizing scripts for shows that came in when people submitted.

So that was really a fun one too.

Now what other questions do you have for Stacy? Feel free to grab the mic and grab, let her know what else you would like to see or questions for the audience.

Um, okay.

She can open it, but wanna say that I don't see it in the Explore option.

I did not add it to the explore option.

Um, I wanted to make sure I spoke with Ashley first because it does have Atlas 360 data in there, um, before I did that.

Um, and that's probably why you can't see that.

Um, but oh yeah, just the paid version.

So that's the, that's the only thing that I did not do is added to that.

So, sorry.

Any other questions? You're welcome.

You're welcome.

I was so happy to share it.

I could probably talk about this all day, but you know, I'm sure we all have stuff to do.

All right, Stacy, well, thank you so much for being here with us today and sharing your work.

I love that you know, you shared not only a great tool for all of us, but also the methodology, you know, going through change management, figuring out how to navigate a complex organization and to really hit the ground running with this role.

So, really appreciate you being here with us today.

Friends, we will share this archive and all the links with all of you.

Thank you for being here..