Trinbago bred 🇹🇹. QRC Old Boy. @HowardU Alum. Autism Dad. Proud Nerd. Philanthropist. Currently Ex-Ex-@Salesforce Engineering VP. Tweets Are Mine.
Joined October 2008
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Big Tech spent the better part of two years betting that #AI leadership came down to who could buy the most compute. That bet is starting to look shaky. cio.com/article/4220242/ente…
The article raises a question that AI leaders should be asking: how much of their investment is going toward infrastructure, and how much is going toward the people who make that infrastructure work?
Most people treat mentorship like an informal coffee chat. High-impact leaders, however, treat it like talent infrastructure.
If you actually want to help people advance, especially underrepresented engineers, you have to move from giving advice to offering sponsorship.
When you look back on your own career, the moments that mattered most were the times when a senior leader trusted you with a hard project, defended your work, or put your name in the hat when an opportunity opened up.
None of us build a career (or a life) entirely on our own.
Looking back, so much of my journey started with the simple kindness of strangers. Growing up, I actually used to hitchhike just to get to school.
When you walk with gratitude, you realize how much of your path was made possible by the generosity of others. And this is when leadership stops being just about driving results and simply becomes about opening doors for someone else, any chance you get.
Earlier in my career, I made the common mistake of thinking a new software could fix a broken way of working. It’s an easy trap, especially when there’s pressure to invest in the latest tech (especially AI).
The initial excitement around AI is finally hitting a wall. Because the reality is this: Companies who are actually seeing an ROI from AI are those who are taking a hard look at their operations, fixing how they measure their teams, and getting the basics right first.