I treat AI as another operating capability: useful when it improves judgment and execution, risky when speed outruns requirements and control.
My applied-AI work sits at the intersection of operations, product development, evaluation, writing, and teaching. I am interested less in novelty than in how AI changes the way requirements are developed, systems are built, analysis is performed, decisions are reviewed, and knowledge work is organized.
The governing principle is human accountability. AI can accelerate drafting, coding, testing, research, and analysis, but consequential product, security, financial, acceptance, and operating decisions still need explicit ownership and control.
The three-book AI Revolution series explores practical applications in operations management, manufacturing, and supply chain.
3 books represented here
A three-title professional book series translating artificial intelligence into practical operating guidance for operations management, manufacturing, and supply-chain leaders, followed by development of the Stanton Press publishing platform.
The common thread is disciplined adoption: start with the operating problem, define what good looks like, use AI where it adds leverage, evaluate the output, and preserve human decision rights for consequential actions.