The Technology Executive

I manage my business with a small fleet of AI agents now, and the hardest problem I've hit is not getting them to reason well. It's getting them to remember the right things, for the right amount of time, and to forget the rest. I learned this the slow way, by building my own memory system twice. I Built This Twice, and the First Version Failed for a Boring Reason The first version was what I'd now call an agent-brain: a folder of notes the agents could read and write, organized by project (my take on the Karpathy LLM Wiki). It worked for about a month. Then it started contradicting itself. A decision I'd reversed in August was still sitting next to the reversal in September, and the agent had no way to know which one was current. Nothing was wrong with the notes. What was missing was a layer above them that tracked state: what's an action in progress, what's a decision that's final, what's a fact that just needs distilling later. That gap is why I ...

Teams across the market are smaller than they were two years ago and getting more done. Almost all of them have the same hole: nobody junior. That gap didn't start with AI. Long before generative AI, a lot of companies were already avoiding junior hires, because junior people are difficult and expensive to develop : years of mentoring, tolerance for mistakes, a willingness to pay someone to learn on the job. The youth unemployment numbers have been ugly for a while because of it; recent college graduates were already unemployed at roughly 5.6%, well above the 4.2% national rate , before you even get to AI. AI isn't creating that problem. It's making it worse, because the junior work, drafting the first pass, pulling the data, writing the routine ticket response, is exactly the work AI now does before a human touches it. The debate about AI and jobs keeps getting framed as one question: does AI take jobs, yes or no. That framing is already wrong, and the data coming out thi...

Open your feed this week and you'll find two competing panics: Today, its AI is about to take everyone's job and previously it was that companies suddenly need everyone back in the office. We had that second argument for three straight years before AI showed up. I want to set the headlines aside and look at this the way an economist would: what is a salary actually buying, and does AI change the answer. That's a more useful question than either panic, and it's the one that actually determines what happens to anyone's pay. You're Paying for Time, Outcomes, or Units. Pick One. Hourly pay is honest about what it is: you're buying a block of a person's time at a given skill level. There's no ambiguity to resolve when a tool makes that person faster. Fewer hours, less pay, full stop, assuming the work still gets done to standard. A salary is a different contract, whether anyone wrote it down this way or not. It's closer to fixed-price consultin...

Nobody Has Priced This Yet In my day-to-day, I speak to leaders at lots of consulting firms and we keep ending up in the same conversation: what do we do about AI and pricing? The problem is not that there is no answer. The problem is that there are too many, and every one of them assumes something that may not be true: that the consulting firm can actually manage the cost of AI in the first place. That is a big assumption for an industry where, by micro-segment, plenty of firms are a few bad months from closing their doors. Layer on the fact that clients want projects faster and cheaper while firms are trying to protect or grow margin, and you have a genuine standoff. AI does not resolve that tension. It just gives both sides a new variable to fight over. The Fee Nobody Wants to Admit Is a Rate Cut The first instinct I see is a technology fee, a separate line item for the AI tooling. I dislike it the most. It has the same feel as a baggage fee or a credit card surcharge: I am b...

What Soren Kaplan Gets Right, and Where I'd Push Back I read Soren Kaplan's recent Inc. column arguing that consulting disruption has finally arrived, that once AI can generate a strategic plan or synthesize market trends in seconds, the rules of what clients pay for change completely. He's right about the direction. After nearly three decades in this industry, and the last few years watching AI move through dozens of engagements alongside consulting partners of every size, I'd push back on the timeline, and on what's actually being disrupted. Buyer Expectations vs. Consulting Realities Procurement has been told, by vendors, by analysts, by their own boards, that AI should be cutting consulting costs dramatically by now. Consulting firms have been told to adopt AI or get disrupted. The savings clients budgeted for still haven't materialized at the scale they were promised, and that's the gap: procurement asking where the savings are, delivery explainin...

I get some version of this question at least once a quarter, usually from a CIO who just sat through a brutal renewal negotiation or is frustrated by the cost of an upgrade: "Was moving to the cloud a mistake?" The honest answer is that most of the people asking it aren't actually asking about the cloud. They're asking about something else entirely, and until they separate the two, they're going to keep making the same expensive decision over and over. The Cloud Is a Landlord, Not a Product Let's start with what "moving to the cloud" actually means, because the term has been stretched past usefulness. At its core, it's moving your workloads into data centers that aren't yours, typically a hyperscaler's. You're renting infrastructure: compute, storage, networking, physical security, and a deeper bench of specialized expertise than almost any single enterprise IT shop can staff internally. That's a legitimate, often excellent, ...

The Great Convergence: Why IT and HR Are Becoming One I’ve spent the better part of three decades in boardrooms and server rooms, advising organizations from NGOs to global Fortune 500s. In that time, I’ve seen countless trends come and go. But what I’m observing now isn’t a fleeting fad; it’s a fundamental, structural shift in how businesses operate. The traditional, rigid walls between internal service departments, most notably Information Technology and Human Resources, are dissolving. This isn’t just an academic thought experiment. It's a strategic evolution, driven by a long-standing pursuit of efficiency and now supercharged by the maturation of artificial intelligence. We are witnessing the birth of a unified internal services model, a convergence that will redefine the employee experience and reshape the very nature of corporate support functions. If you're still managing IT and HR in entirely separate silos, you're not just operating on an outdated model; you'r...

Navigating the Shifting Sands: Why IT Leaders Must Overcome Knowledge Inertia Imagine a seasoned SaaS consultant confidently pitching features that are already outdated. This isn't a hypothetical scenario; it’s a symptom of a pervasive problem in the tech world: Knowledge Inertia. This is the tendency for individuals and organizations to cling to familiar, often obsolete, information and practices. It's not just an individual failing; it's an organizational challenge that stifles innovation, creates a competitive disadvantage, and causes professionals to fall off the "knowledge cliff"—the perilous gap between what we think we know and the reality of current best practices. As a veteran IT executive and consultant with nearly three decades in the industry, I've seen firsthand the crippling effects of clinging to the past. This post will dissect Knowledge Inertia, explore its roots, and offer actionable insights for IT leaders to cultivate the agility needed f...

Remote Work: The New Rules of Engagement for IT & Consulting Professionals The concept of remote work is not new. For decades, global corporations and pioneering industries have built successful distributed teams, proving that talent and impact are not bound by geography. However, the recent, large-scale shift has accelerated this evolution, moving remote work from a niche practice to a mainstream operational model. This transition has rewritten the professional social contract, especially for those in high-stakes, high-collaboration fields like IT and consulting. The casual, in-office interactions that once smoothed over communication gaps and fostered a sense of shared purpose are gone. In their place is a new reality that demands a more intentional, disciplined, and strategic approach to work. This is not a temporary trend. This is the new-normal. And to succeed in it, we must understand and master the new rules of engagement. This guide, built on extensive research and best pra...