I began as an industrial computer programmer, writing control systems where software met physical processes and small design choices carried irreversible consequences.
I later earned a PhD in Philosophy from Emory University, studying how systems and institutions shape what people can perceive, decide, and become.
Over the next two decades, I worked inside organizations where those ideas stopped being theoretical: consulting with Fortune 500 companies, founding a business, building systems that changed how institutions operate, and leading large initiatives at Emory University. There, I founded the university's first center for innovation and entrepreneurship, created the first faculty data system, and co-founded the Center for AI Learning. I also led continuing education and advised leaders navigating technological and organizational change.
Today I design and build AI systems for organizations—and I write about what it takes to do this well. Not just the technology, but the processes and the people.
AI is inevitable and useful. The question is how to get it right—in the tech, the workflow, and the humans involved. That's what I work on.
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The agent-shaped org chart
Every real org has the same topology: principal, role-holder, specialists. Staff AI maps onto it, node for node, and the cost collapse shows up in the deliverables that were always just human-handoff overhead.
AI as staff, not software
Two frames for what AI is doing to work. The tool frame makes tools smarter. The staff frame makes roles unnecessary. Those aren't the same product, the same company, or the same industry.
Knowledge work was never work
Knowledge work was always coordination between humans who couldn't share state directly. The artifacts were never the work. They were the overhead — and AI just made the overhead optional.