People ask me what I do and I always stumble a little. Not because I don’t know the answer, but because the answer keeps changing — and AI is the reason.
I’ve spent most of my career working at the intersection of business and technology. Not as an engineer who builds systems, but as someone who thinks about how organisations adopt and use them — what works, what fails, and why the gap between the two is almost always bigger than anyone expected. Strategy, transformation, that kind of work. For a long time, AI was a footnote in that work. A tool that was coming, or already here in narrow forms, but not something that fundamentally changed the frame.
That changed somewhere around 2022 and accelerated sharply through 2024 and 2025. Suddenly the conversations I was having with clients and colleagues were all touched by AI in ways that were hard to separate out. Not “how do we use AI” as a discrete project, but AI woven into every question about operations, talent, customer experience, strategy. It became impossible to think clearly about almost anything without having a view on where AI was going.
So I’m doing a DBAI partly because I needed a more rigorous framework for something I was already navigating every day. And I’m writing this blog because I think the gap between “the AI news cycle” and “actually understanding what’s happening” is large, and a lot of smart people are operating in that gap without the tools to cross it. Including, until recently, me.
I’m working on it. This is part of that work.