2025 AI时代的信息管理：33位首席信息官与技术官的用例、挑战及见解报告（英文）

Informationmanagement

in

theageofAl33CIOs

and

CTOs

share

usecases,challenges,andinsightsCIO

Think

Tank

Roadmap

Report:CIO

TH

NK

TANKSPONSOREDBYGetting

thedata

right,

for

theright

use

casesTheimportanceandvalueofdatahasneverbeenclearer.Butgiventhe

rapidevolutionofAIandrelated

technologiesandtheirinfusion

intobusiness,thebestwaystomanage

and

usethatdatahave

rarely

been

morechallengingorvital.InthreeCIOThinkTankroundtables,heldfromJunethroughAugustof2025,

ITleadersspanningdiverseindustries,fromfinancialservicestohigher

ed,

health

care,manufacturing,andretail,sharedsuccessesandspeedbumps

in

managing

thedatathatfeedsAIinitiativesacrossawideswathof

use

cases.TheroundtableswerefacilitatedbyJohnGallant,enterpriseconsultingdirectorat

Foundry,alongwithAmyMachadofromindustryresearchfirm

IDC,

CIOeditorial

leaderAmyBennett,andSandyOno,CMOof

partner

OpenText.Challengedbydataqualityandsovereigntyissues?Wrestlingwithstaffing,skills,

andeducationconcerns?SearchingforwaystoreduceAIrisks?

Readonfor

ideas

fromthefront

lines.WHAT

IS

CIO

THINK

TANK?CIOThinkTankisauniquecollaborationshowcasingtheideasandexpertiseoftopIT

executives,IDCanalysts,Foundryeditors,andourexclusivevendorpartner.Ourgoalis

toexploreandshapethefutureoftheITfunctionandemergingtechnologies.OpenText

isFoundry’spartneronthisInformationManagementeditionofCIOThinkTank.Visit

CIO.comforthefulllineupofCIOThinkTankRoadmapReports.CIO

THINK

TANK

|OpenText

|Information

management

in

the

age

of

AITABLEOFCONTENTS2Introduction3Keeping

up

with

AI:Thegovernancerulesarechanging4Layingtheinformationmanagementgroundwork4

Data

quality

anddatasilos6

Identifyingroles,skills,

andtalent7

Gettingwhatyouneed

fromvendors8Strategiesforpersistentchallenges8

Prioritizingusecases9

Mitigatingsecurity

andotherrisks10Handling

datasovereignty

requirements10Managing

businessexpectations11MoreAIusecasesandlessonslearned11Productivity,automation,andefficiency13

Enhanced

customerserviceandCX13Specialized

industry

applications14AI

agents:the

future(that'shappeningnow)15Panelistsandthanks2AIuseisadvancingatwarpspeed,evenasenterprisetechnologyleaderswrestle

withfoundationalquestions,startingwithwhetherexistingdatagovernancepolicies

stillhold

up.SomeCIOThinkTankparticipantsemphasizedthattheydo."It'sjustanotheropportunitytosayalltheexistingpoliciesandproceduresstillapply,"saidoneCIO.Othersarguedthat,whilethegoalsofgovernancestillapply,themannerinwhichAIusesdatanecessitatesfreshthinkingandupdatedpolicies."Thebusinessoutcomesthatyouwantmightbethesame,butifyouwereoperatingfromaverydifferentpointof

viewandthingsworkeddifferently,thenyou'renotgoingtosucceed”withabusinessas-usualapproachsaidIDC'sAmyMachado.AmongthechallengesfacingAIbuildersishowtosettherightbusinessexpectations.

"TheAImodellifecycleisnotliketheapplication

lifecycle,"saidJamil

Badrudeen,VP

AIandFinancialEngineeringatfinancialgiantStateStreet.Applicationsareputintoproductiononcethecodeworkscorrectly;AImodels"havetobetestedandtrainedin

everyenvironmentwherethey'llbedeployed,"hesaid.Datascientistsandusersaren't

alignedonwhenanAImodelis"ready"tostartproductionuse.Further,theworkforceneedsnewskills;modelsneednewinfrastructure.Line-ofbusinessleadersareexcitedaboutAIbutremainblaséaboutinvesting

indata

cleanup.

AIrisksaren'tfullyunderstood.AIandtechleadersattheforefrontoftheseeffortshavetestednumerousstrategiesforaddressingthequestions,challenges,andopportunities.Butit'sstillearlydaysforAI,andwhatworksatonecompanymaynotplayatanother.Contextmatters,andthethinktankpanelistswhoseAIprojectsrangefromsummarizingmedicaldocuments

toevaluatingenvironmentaldatafromNASA'sMarsRoverofferedplentyofvariability,

uncertainty,anddisagreement.Eventheeasycliché"Itallstartswithgettingyourdataright"isn'tuniversallyapplicable.

Somecompanieshaveundertakenamajordatainfrastructureandgovernanceoverhaul

beforewadingintoAI;othersreportcherry-pickingtheirbestdatatouseastheirAIstartingpoints,andstillotherCIOsrecommenddivinginandusingtheAIitselfto

surfaceproblematicdata.ThisRoadmapReportroundsupmanyofthe

panelists'

key

ideas,offering

CIOs

new

possibilitiesformovingtheirownworkforwardatthepaceof...well,atthepaceofAI.Keepingup

with

AI:

Thegovernancerulesarechanging

38%Monetizingcompanydata35%Meetingcompliancerequirements35%ImprovingthecustomerexperienceTechnologyinitiativesin

2025

42%Machinelearning/AI

34%Security/riskmanagement31%Data/businessanalyticsSOURCE:

Foundry'sStateoftheCIO

Survey2025CIO

TH

NK

TANKBusinessinitiativesin

2025CIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

3Laying

theinformationmanagement

groundworkGood

data

makes

for

good

AI.Success

factor

number

one“is

really

data

intelligence,that

data

quality

—

the

data

cataloging,the

lineage,the

master

data,the

metadata

—itreally

all

comes

down

to

the

data

that

is

driving

these

systems,”IDC’s

Machado

said.However,while

the

basics

of

information

management

still

apply

—generally

—

panelistsnotedthatAIaddsanumberofnewtwists.i.DataqualityanddatasilosCompanies

that

started

cleaning

up

their

data

earlier

have

an

advantage,and

several

panelistsdescribedmoreadvancedAIapplicationsasaresult."Afewyearsago,wehadsiloeddatastoresspreadacrossdatacenters.Customershadtousedifferentapplicationstofulfillprocessesendtoend,"saidLokeshDaddala,CTOofthenon-profitNBME(NationalBoardofMedicalExaminers),whichdevelopsandmanagesassessmentsofstudentphysicians.Daddalasaidthecompanycreated"aholisticdatastrategy"toingest,refine,andcuratedatafromnumeroussourcesintoaunifieddatalake.Todaythisservesasthebasisforbuildingcustommachinelearningmodels,largely

using

AWS

SageMaker

tools,he

said.Similarly,at

EōS

Fitness,a

nationalfitness

brand

with

more

than160exercise

and

fitness

facilities

open

or

planned

in

the

US,

CIOAaronGetteconsolidatedmultipledatalakestocreateaunifieddatafabric,whichcannowfeeddevelopmentofAImodels.Noquestion,however,dataqualityremainsafoundationalchallengeforAIatmanyorganizations,large

and

small."The

data

hygiene

thing

is

really

big

for

me,

because

I'mdiscovering

how

much

data

I

have

that

is

just

unusable

right

now,"said

Kevin

Rhode,

CIOofDistrictMedicalGroup,voicingsentimentssharedbyanumberofpanelists."We've

got

data

all

over

the

place,and

it's

inconsistent,so

plugging

core

datamanagementholes,providingconsistentqualityandrepresentationofinformationisincrediblyimportant."saidGaryPikul,CTOatworldwideexecutivesearchandleadership

consultingcompanyBoyden.This

isn’t

magical.

If

you’re

wanting

to

put[AI]into

play,

you

need

to

have

good

data

to

back

it

up.”—

TomThompsonEasternArizonaCollegeCIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

4CIO

TH

NK

TANKInpart,thesedatagapsandinconsistenciesstemfrommanyorganizations'historical

reluctancetoinvestindatacleanup."Westartedtorequirethateverybodycleanuptheirdatasets[forAI],andthere'szero

appetiteforthat

—

noone'sinterestedinsortingthrougharchivaldataandfiguringoutwhat

your

schema

was,you

know,15years

ago,"said

David

Chun,CIO

of

Montclair

State

UniversityinNewJersey.Nevertheless,CIOThinkTankparticipantsofferedseveralstrategiestoletcompanies

takeearlystepsinAI,runningparalleltodataqualityinitiativesratherthanwaitingfora

fullcleanup.Forexample,somecompanieshavepocketsofdatathatworkwellforspecificusecases.That'sanexcellentstartingplacewhiledatahygieneeffortsareunderwayelsewhere."We

started

off

with'Where

do

we

have

the

data?Where

can

we

get

the

bestresultswithouthavingtowastealotoftimeonallthedataengineeringtasksrequiredto

makeitacceptableforuseinanAIproject?'"saidAndrewScott,formerlychiefdigitalofficeratconstructionengineeringcompanyBlack&Veatch.Asthecompanybuildslarge-scale

projects

—

data

centers,solar

fields,and

more

—Black&Veatch

monitorsworkersafetydataclosely.ThatdatahasbeenthefoundationofearlyAIinitiatives,along

withAIforecastingprojectsusingreliablefinancialdata.Anotherstrategyistoleanoncurrentvendors,whomaybeabletohelpidentifyand

remediate"raw,redundant,orconflicting"datainspecificsystemsorrepositories,

accordingtoIDC'sMachado.SeveralCIOsexpressedconfidencethatAIitselfcanspotproblemswithdataandinsomecases,evenhelpaddressunderlyingprocessissuesasanAIprojectprogresses.

ThisprovidesanotherincentivetomoveaheadwithselectiveAIinitiativesbeforecompletinga"boiltheocean"organization-widedatacleanup."I

think

that

in

certain

areas

you

can

say,let's

use

the

AI

to

discover

how

big

is

your

gap

in

termsofdata,"saidPatickChew,vicepresident,ArtificialIntelligenceandDataScience

atglobaltransportationproviderAITWorldwideLogistics."AIisverygoodaboutisolatingdiscrepanciesforyou,"agreedMontclairState’sChun."Wheretwodepartmentshaveconflictingpolicies,theyweresurfacedwhilewewereimplementing

the[AI]solution.The

lesson

for

me

was

that

it's

okay

if

the

data

is

notperfect,it's

siloed,and

there

are

conflicts

—

those

will

surface

as

you

implement

theseproducts.AndthenAIisintelligentenoughtoknowthatthoseareproblems."The

data

hygienethingis

really

bigforme,

because

I’mdiscoveringhow

muchdata

I

have

thatis

just

unusableright

now.”—Kevin

Rhode,CIODistrictMedicalGroupCIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

5OnewayAImayhelpisbyautomatingtheapplicationofnewmetadatatomakedisjointed

datausefulforAIapplications,saidSandyOnoofOpenText."Automationoftheactualinformationmanagementitselfwouldthenfurtherenableyourautomationeffortsacross

theorganization."Lastly,panelistsagreedthatdataownershipissuesmustbeaddressedalongwithany

technicalconcerns.Battlesoverterritoryareafamiliarprobleminlargeorganizations.

"Everybodyhascometorealizethatiftheorganizationdoesn'twanttosharethedata,AI

will

fail,"said

Badrudeen.AssigningclearaccountabilityforAIoutcomesisakeystrategy,"Who'sthedata

ownerforthatfinancialdomain,thatoperationaldomain,andsalesdomain?YourAI

success

is

going

to

be

pegged

to

that

data,"said

Chew."As

soon

as

you

tag

peoplewhoareaccountableforthedata,thentherearenoexcusesforthatAItohallucinate.You

own

the

data;you

have

to

fix

the

quality

related

to

that."The

way

AI

work

is

organized

in

the

enterprise

is

also

part

of

the

solution

—

orpartoftheproblem,aswe'llexplorenext.ii.Identifyingroles,skills,andtalentOrganizationalstructuremakesadifferenceinovercomingterritorialismandindeliveringresultsthatmattermosttothebusiness.Fundamentally,AIeffortsmustbeembeddedwiththerestofthecompanyandworkcloselywiththedataorganization,ratherthanoperatingasaseparateAIunit,whichcan

lead

to"a

complete

disaster,"argued

Badrudeen."AI

requires

an

enormous

amount

ofcleandata,sothatrequiresacohesivestrategybetweendataandAI.That'swhyyousee

a

lot

of'Chief

AI

and

Data'roles

created,because

people

have

realized

it

has

to

coexist.It

cannot

sit

separately."Structureis

justonepartoftheequation,ofcourse.Panelistsacrossindustriesagreed

thathiringanddevelopingAItalentarebothtough

jobs.It'snotpurelyaquestionoftechnicalchops."StorytellingasameanstocreatedisciplinedexcitementforhowtouseAIwithintegrity...requiresadataanalystcombined

withaliberalartsperson,"saidAndreaBallinger,CIOofOregonStateUniversity.Ballingernotedtheadvantageofheruniversitysetting,whichproducesastreamofnew

skilledworkers."ButwhenIgotothemarketplacelookingfor[experiencedtalent],it'shard

to

find.We're

competing

against

a

lot

of

folks."Beyondtheneedfordatascientistsandengineers,panelistsstressedthatthegeneral

workforceneedsneweducationandskillstogetthemostfromAI.ToBallinger'spoint

about“disciplinedenthusiasm,”fearofmissingoutcanleadworkersto"independently

dip

their

toe

in

the

water,which

becomes

a

big

risk,"said

Boyden’s

Pikul."Mychallengeisbringingpeopleuptospeedandhavingpropergovernancetomakesure

people

are

using

tools

in

the

right

way

—ethical

and

responsible

—

while

handlingsensitivedata,"agreedJamesHu,CIOoftheMarylandMilitaryDepartment.AI

efforts

must

beembedded

with

therest

of

the

companyand

work

closelywith

the

dataorganization,

ratherthan

operating

as

aseparate

AIunit.CIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

6Tothatend,paneIistsnotedthat"responsibIeAI"frameworks,suchastheNeMotooIset

deveIopedbyNVIDIA,canheIporganizationscreatebothusefuIguideIinesandtechnicaI

guardraiIstosupportAIusage.StateStreet,forexampIe,hasdeveIopedaninternaIcapabiIity

they

caII"RAG(retrievaI

augmented

generation)as

a

service"to

heIp

protect

empIoyeesfromaccidentaIIyconnectingtounapprovedexternaIknowIedgebasesvia

pubIic

Iarge

Ianguage

modeIs

(LLMs).iii.Gettingwhatyouneedfrom

vendorsEvery

software

as

a

service(SaaS)or

software

supplier

is

rushing

peII-meII

to

addAIfunctionaIityandthepaneIistsarereIyingonvendorpartnershipstovaryingdegrees

fortheirAIinitiatives.CIOsatafewIargeorganizationsindicatedthattheyarenItparticuIarIyreIiantonvendors,

havingsufficientin-houseresourcestodeveIopthecapabiIitiestheyneed.ThoseweretheexceptionratherthantheruIe.MostpaneIistsreportedthatvendorpartnershipsare

apartofthework,andthedegreeandnatureofthatvendorinvoIvementisbasedonorganizationaIresources,dataquaIity,andthematurityofAIefforts.AtreaIestateinvestmentadvisorycompanyWaterton,forexampIe,CIODougPearcesaid

his

team“wiII

initiaIIy

Iean

on

vendors

whiIe

we

grow

our

own

expertise

in-house.We

donIt

have

the

in-house

knowIedge

and

skiII

set

today

to

do

some

of

this,

so

weIre

reaIIyhaving

to

reIy

more

on

vendor

soIutions."Scot

Burdette,gIobaI

division

CIO,measurement

and

anaIytics

at

ABB,a145-year-oIdgIobaImanufacturerbasedinZurich,SwitzerIand,tookitastepfurther."WhatwouIdheIpmethemostiswhenaproviderorsuppIiercanheIpbringstructureandheIp

meunderstand

the

steps

we

need

to

take.HereIs

the

path

weI

re

going

to

foIIow,and

hereIsthe

benefit

between

each

step

as

we

buiId

this

out.So,for

me,itIs

reaIIy

about

structure,”

hesaid.“Thetypeofreportingthatyouneedtodrivetoandthedataacquisitionprocesses…heIpmeunderstandaIIthecomponentsoftherecipetoputtogether.”FIRST’sGiIdersIeeve,notingtheincreasingoverIapbetweenpIatforms,saidshe’dfind

vaIue

in“guidance

as

to

why

we

wouId

use

one

tooI

over

another”for

any

particuIaruse

case.Ofcourse,giventheIeveIofAIcompetitionamongprovidersofaIIsorts,unbiasedtooI

recommendations

may

prove

hard

to

find."I

wouId

Iike

vendors

to

Iearn

about

our

pain

points

and

what

probIems

we

have

before

pushing

products

—

which

usuaIIy

areeither

not

mature

or

not

fiIIing

what

we

need,"

said

Neda

Parnian,VP

of

InnovationandDigitaITransformationatSummitInterconnect,anadvancedtechnoIogy

manufacturingcompany.Parnian

described

it

Iike

this:"Instead

of

software

as

a

service,they

Ire

offering

I

hypeasaserviceI."The

whole

industryis

moving

so

fast.It'shard

to

keep

upwith

vendors

and

allthe

new

featuresgetting

introduced.Sometimes

our

endusers

find

out

aboutnew

featuresbeforewe

do.”—DebGildersleeve,CIOFIRSTCIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

7Strategiesforpersistent

challengesAcrossthethreeCIOThinkTankdiscussions,fourcommonchallengesstuckout:choosingwhichusecasestostartwith;addressingAI'svariousrisks,whicharen'tfullyunderstood;handlingdatasovereigntyrequirements;andarrivingatsharedexpectations

abouthowAImodelsaredevelopedanddeployed.i.PrioritizingusecasesAt

most

companies,there

is

enthusiasm

for

getting

started

with

AI

—

almost

toomuch.Black&Veatch"did

some'AI

ambition

workshops'and

collected

something

like450different

use

cases,”said

Scott."We

have

to

find

a

better

way

of

bringing

this

downand

make

it

palatable

for

the

business."Somepanelistsapproachedthistaskthroughworkshops,othersthroughorganization-

widesurveys,andstillothersviaadvisoryteamsorgovernancepanels.Gatheringuse

casesisnotaproblem.Prioritizingthem

is.Asnotedearlier,usecasesforwhichsoliddataalreadyexistscangetstartedquicker.Overtime,one-offscancontributetoproductanddatasprawl;eventuallymostorganizationswillneedtogettoamoreconsistentsingledatafoundation,saidOno.“Whenyouhavelargerprojectsthatcrossmultiplefunctionsofyourcompany,youneed

yoursystemsofrecordandyoursinglesourceofinformationtobesomewhere.So,it's

thisdelicatebalance”shesaid.“Ineedeverythingonasingleplatformtoreallygetthevalue

out

of

AI.But

then

I

also

have

many

business

counterparts

that

say,‘May

I

just

buythislittleapplicationthatdoesthislittlethingforme?’”Practicalgovernancemayinvolve

findingthisbalanceofcentralizationeffortsand“spot-usecases”thatdoprovidevalue.Evenso,severalpanelistssaidtheproverbiallow-hangingfruitdidn'tprovideenoughvalueinreturn.CIOeditorAmyBennettcharacterizedtheseorganizations'newapproach

as"gettingtothegreatestvaluequickly"instead.AtMontclairState,ChunsaidthatdespitegreatearlyenthusiasmforLLMusesineducation,the

reasoning

capabilities

scored

only50%to60%on

usefulness

metrics.When

you

have

largerprojects

that

crossmultiple

functionsof

your

company,

youneed

your

systems

ofrecord

and

your

singlesource

ofinformationtobe

somewhere.”–SandyOno,CMOOpenTextCIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

8"Traction,"ashedescribedit,arrivedwhentheteamswitchedtheirfocustopartneringwithtechstartups,applyingmorecutting-edgetechnologiestomoreambitiousproblems.In

a

similar

vein,at

NBME,Daddala

said

his

group

worked

with

functional

teams

and"identifiedfourorfiveusecaseswherewecouldgainthemaximumbenefitsusingAI,"

ratherthanmakingsimplicityordataqualitythetopcriteria.Alastconsideration:prioritizeAIusesthat"feelnativetoorimproveon"keyworkprocesses,said

IDC's

Machado."In

the

end,your

core

business

remains

the

same.So,

thinkaboutsolutionsthatfeellikethey'renativetotheworkflow,asopposedtofeeling

like,'Oh,here's

some

other

thing

I

have

to

deal

with

now,'"she

said.ii.MitigatingsecurityandotherrisksAI'snewrisksaren'tlimitedtohallucinations.

Otherissuesincludedatapoisoning,fragmentedsecuritydata,inadvertentexposureofsensitivedata,andagentsgoingrogue.Even

within

a

single

vendor's

offerings,said

Richard

Zhu,CIO

of

the

State

of

Tennessee's

MentalHealthandSubstanceAbuseServices(MHSAS)department,"there'sabigissue

ofinformationmanagement."WorkingwithMicrosoft'sAIassistantCopilotinthecontext

of

a

Microsoft

environment,Zhu

said,"we

struggled

with

sensitivity

tags

—how

to

tageachemailanddecidewhetherit'sforpublicconsumptionorneedstobesecured."Intermsofsolutionsandstrategies,EddieTsai,InformationSecurityOfficeratApple

Bank,emphasizedstartingwithacomprehensiveriskassessment,withdataaccessa

key

consideration."We're

doing

AI

gap

analysis

—

what

type

of

potential

data[applications

or

agents]can

have

access

to.We

want

to

make

sure

that

it's

all

wellcontainedwithinasensitiveenvironment."AItoolsmayhelpinwranglingsecurityinformation,butthatpathisn'tclearyet.AlanShen,cybersecurityleaderatLosAngelesCountyDevelopmentAuthority(LACDA),noted"Whenyouhavealotofdisparateplatforms,thechallengestemsfromhowwecan

allowplatformstogiveussomethingmeaningfulwhenwewanttolookatameaningful1,000bits

of

data

versus

a

million

bits."Shen

said

the

company

wants

AI

that

can

filter

information

according

to

LACDA's

own

risk

appetite

—"even

agentic

AI

is

not

quiteapplicable

at

this

point,"he

said.OtherpanelistsaddedstrategiessuchaslimitingRAGtointernalinformationsources,

establishinggatewaysspecificallyforAItoolsanddataflows,andensuringAIdecision-

makingandactionsaretransparent,withclearaudittrails.Giventheseissues,companiesheavyonsensitiveinformationmaychoosetofollowmid-AtlanticregionalbankTowneBank'sexampleandtiltthescalemoretowardstrong

governanceversuscutting-edgeinnovation.AsthecompanyexploresnewAIofferings,

"we're

more

judging

the

guardrails

than

we

are

judging

the

idea

itself,"said

Denys

Diaz,TowneBank's

CIO."AI

is

dangerous,but

so

is

driving,and

we

all

do

it.

You

cannot

really

learn

about

it

until

you

get

in

and

play

with

it."We're

doing

AI

gapanalysis—whattype

of

potentialdata[applicationsor

agents]

canhaveaccess

to.

We

wanttomake

sure

that

it'sall

well

containedwithin

a

sensitiveenvironment.”–EddieTsaiInformationSecurityOfficerAppleBankCIO

THINK

TANK

|OpenText

|

Information

management

in

the

age

of

AI

9iii.HandlingdatasovereigntyrequirementsFormultinationalcompanies,sovereigntyissuesloomlarge,giventhevarietyoflegal

requirementsfordatastorageandgovernancearoundtheworld.AsAIT'sPatrickChewsaid,thisconcernwillonlybeexacerbatedasAIagentsproliferate,

communicatingandactingacrosstraditionalorganizationalboundaries.Anorchestrating

agentmaycallonmanyotheragentstoexecuteatask."Howwestringthemtogethershouldbetransparentregardlessofwhereourdatais,"saidChew,whilenotingthathe

doesn'tyethaveclarityonhowthatwillbeaccomplished.Even

within

the

US,different

state

laws

create

concerns.Some

of

EōS

Fitness's

AItoolsusebiometricmarkers,andothertypesofmemberinformationalsomaybe

subjecttohealthcaredataprotectionlaws,saidGette,whichdifferfromTexasto

California,forexample.Tohelpmaintaincompliance,EōSFitness'sdatafa