

Everyone wants the shiny AI project. Nobody wants the messy, necessary groundwork that makes it actually work.
We were touring one of their facilities, a huge operation, when a manager pointed at a giant whiteboard covered in marker scribbles and said, “This thing has been here longer than I have.” He wasn’t kidding. That whiteboard was running half their business.
This is the truth of most enterprises: AI has to land in the middle of systems held together by a mix of institutional memory, outdated processes, and one insanely organized person who is two weeks away from retiring.
We showed up with data cleanup, analytics, predictive maintenance, process redesign, governance, literacy training, leadership coaching, and the humility to say, “Let’s fix the foundation first.” Not sexy work, but real.
I checked the numbers one afternoon: 95 percent of their people had voluntarily completed AI literacy training. In manufacturing? That is unheard-of. You can’t get 95 percent of people to agree on pizza toppings. But they showed up. They did the work. And slowly, the culture shifted.
They became smarter before they became automated. And that, not the tech, is what made their transformation stick.