Two questions come up more than any others.
From executives: we bought the technology, so why hasn't anything actually changed?
From people in the middle of their careers — and increasingly from men who assumed the answer was obvious: how did you actually get there?
They have the same answer, and it isn't the one people expect.
I spent twenty years running technology, data and AI inside global insurance and healthcare, most of it at executive level, in businesses spanning dozens of countries. I did it as an immigrant and as a woman, without the network that usually comes with those rooms. Then I left and started building my own.
What I learned on both sides is the same thing. Organisations don't stall because the technology is wrong. Careers don't stall because the person isn't good enough. They stall on structure — what the thing was built to carry, what has to be put down before something new can be picked up, and the order you do it in.
What you'll get. One piece a fortnight. Sometimes on industries and where they are genuinely heading. Sometimes on boards, and who actually carries the accountability. Sometimes on the less comfortable subject of what it costs to change, and what I had to unlearn to do it.
No frameworks for their own sake. No predictions. Occasional numbers, always sourced.
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