I see AI as a coordination and augmentation layer — not a replacement for people or systems.

The highest value comes from reducing friction in existing workflows, improving clarity, and keeping humans accountable for decisions.

AI is not a silver bullet — and it’s rarely most valuable when treated as one.

I approach AI as a capability layer, not a replacement layer. In enterprise environments especially, the biggest gains come from augmenting existing systems and workflows, rather than rebuilding them.

My focus is on where AI can reduce friction, improve clarity, and shorten cycle times — while keeping humans firmly in control of decisions.

Start with the Work, Not the Model

Before talking about models, tools, or platforms, I start with questions like:

• Where does work slow down?
• Where do people act as “human glue” between systems?
• Where is effort spent summarising, reconciling, triaging, or coordinating?
• Where is visibility lost between teams?

In many organisations, inefficiency isn’t caused by lack of intelligence — it’s caused by fragmented inputs, duplicated effort, and unclear ownership.

That’s where AI is most useful.

Layer AI on Top — Don’t Rip and Replace

Rather than rebuilding core systems, I believe enterprises should layer AI capabilities on top of what already exists.

This typically means starting with: