I've seen this wave before. Twice. Both times, it was the opportunity of the decade.

Every structural wave changes the relationship between people and computing. The Internet put the world a click away - but tethered: dial-up, tied to the one machine in the family room the whole household shared. Mobile and cloud broke the tether, moving computing - back, in some ways - to a central source you could reach from anywhere, at any time, fully on demand. The desk stopped mattering.

Now AI is changing something deeper: who does the first draft of the work.

I've been inside all of it. I helped build the Internet wave in the 1990s. I led a national education company's adaptation to the mobile transition - remaking content, production, and the skills of the teams behind them for a world of tablets and phones. I ran an 850-person remote operation through the cloud and remote-work shift.

Here's what that history teaches: your organization won't be building AI. It will be adapting to it - and adaptation is the discipline I've practiced for thirty years.

Met with curiosity and a plan, change this deep is the opportunity of a career. Managed badly, it can still break an organization, and I won't pretend otherwise. I work with leaders who want to be excited about what's coming - on evidence, not hype.

And I should be clear about what I'm selling: nothing but judgment. No software, no platform, no vendor partnership, no implementation contract waiting at the end of the assessment. I've seen how these transitions go down - where the opportunities are real, where the limitations bite, and how to tell the difference. That independence is the whole point.