The post Women’s History Month – In Conversation with CHANELLE COLEMAN first appeared on Techronicler.
]]>A Techronicler interview with Chanelle Coleman, Director of Service Delivery Operations, Caylent
Welcome to our Women’s History Month edition of Techronicler. Today, our guest is Chanelle Coleman, the Director of Service Delivery Operations at Caylent. Chanelle brings a profoundly intentional approach to tech leadership, drawing on a diverse background that spans non-profit work, music entertainment, and IT, underpinned by degrees in Biblical Studies and Organizational Leadership.
Rather than viewing operations as purely mechanical, Chanelle designs systems that enable organizations to scale efficiently while empowering teams to thrive. In this interview, she discusses why true leadership requires a combination of authority and humility, how AI is accelerating operational skill development, and why she relies on transparency and mentorship to help junior women overcome the “broken rung.”
Techronicler: Thank you for joining us, Chanelle! Well, a lot of careers look like straight lines on LinkedIn. How was yours different? Was there a pivotal moment or ‘happy accident’ that actually steered you toward your current role or niche?
Chanelle Coleman:
I wouldn’t call my career path a straight line as much as I would call it an intentional one. Early roles may not always look connected on paper, but purpose has a way of keeping things aligned. As women, many of us have played multiple roles throughout our careers, assistant, entrepreneurs, mentors, mentees, managers, directions etc. I hold degrees in Biblical Studies and Organizational Leadership and have worked across non-profit, music entertainment, and IT. Each experience shaped how I lead today and prepared me to operate at the intersection of people, process and business growth.
Techronicler:What leadership principle guides your work in technology today?
Chanelle Coleman:
My leadership philosophy is simple: build people and build businesses with purpose. Sustainable growth does not come from systems alone but it comes from developing strong teams, creating clarity around how work gets done, and ensuring that people feel valued and equipped to succeed. When you focus on both the human and operation side of leadership, organizations do not just grow, they thrive.
Techronicler: Many women still find themselves as the ‘Only’ (only woman, only WOC) in the room. When that happens now, how do you use that visibility to your advantage rather than letting it be a weight?
Chanelle Coleman:
I do not operate any differently when I am the only woman in the room than I would if there were many. I recently returned from a business trip where I was the only woman in the group, and I carried myself the same way I do in any setting. When you’ve proven yourself and consistently let your actions speak as loudly as your words, a certain level of respect is both earned and given. The men I work with value my perspective and leadership. That mutual respect has allowed the work to stay the focus.
Techronicler: Are women in leadership still penalized for being too direct or ‘sharp-elbowed’? Have you ever had to consciously unlearn the habit of being ‘too nice’ or ‘accommodating’ to get a project across the line?
Chanelle Coleman:
Some women are still penalized for being direct. I have found that confidence can sometimes be mislabeled as aggression. I have never been told that I am “too nice”, but I have been told that I am nice and I lead with both strength and clarity. One of the best compliments I have received came after delivering a presentation where I had to address some tough issues in the room. Someone told me, “You speak with so much authority and humility.” That combination stuck with me. Authority and humility create space for honest leadership without losing respect for the people you are leading.
Techronicler: From your seat, how do you see the rise of AI tools changing the trajectory for women entering engineering today?
Chanelle Coleman:
From an operational perspective, AI is accelerating how teams work, learn and solve problems. For women entering today, it lowers some traditional barriers to entry by giving faster access to knowledge and skill development. But technology alone is not the differentiator. You must also be curious, adaptable and have strong collaboration skills. AI will change the tools we use, but the leaders who succeed will be the ones who can think critically, ask the right questions and build operations systems and teams that scale.
Techronicler: What is the single best piece of advice you’ve ever received about negotiating—whether for salary, headcount, or project timelines?
Chanelle Coleman:
The best thing you can do before negotiating is prepare. Seek wisdom from mentors or people who have navigated similar conversations before you, do your homework, be honest, and focus on the value you bring, not just the need that you have. One of the best pieces of advice I’ve received is that once you’ve done that preparation, you have to be willing to walk away if necessary. Sometimes that willingness is what gives your position strength.
Techronicler: What is the one book every woman in tech should read this year?
Chanelle Coleman:
“The Leadership Challenge” by James Kouzes and Barry Posner. It is a great reminder that leadership is not about titles but it is about behaviors. The book focuses on modeling the way, inspiring others, and building cultures where people can do their best work. Those principles apply where you are leading a team, a project or an entire organization.
Techronicler: The ‘broken rung’ (the first step up to manager) is a bigger obstacle than the glass ceiling. How are you personally helping junior women make that specific leap from individual contributor to lead?
Chanelle Coleman:
I help junior women through transparency and mentorship. I am honest about the challenges I face and what it took to overcome them. When I see potential in someone, I do my best to pour into them and encourage them to stretch, take on new responsibility, and pursue opportunities they may not yet see for themselves. I also advocate within leadership circles for recognizing and promoting emerging talent.
“Authority and humility create space for honest leadership without losing respect for the people you are leading.”
That insight from Chanelle Coleman perfectly encapsulates what it means to build sustainable, human-centered operations. Her philosophy that leaders must “build people and build businesses with purpose” is a vital reminder that scale cannot happen through systems alone—it requires teams that feel valued, clear on their objectives, and equipped to succeed.
A huge thank you to Chanelle for sharing her expertise and proving that the most successful technology environments are those where the human element is prioritized just as highly as the operational output.
Chanelle Coleman is the Director of Service Delivery Operations at Caylent, where she leads and drives operational strategy for global cloud consulting delivery. Her work sits at the intersection of sales, delivery, and operations where she designs systems that enable organizations to scale efficiently while empowering teams to do their best work. Chanelle is passionate about building both people and businesses with purpose, and focuses on transforming complex operational challenges into structured, data-driven solutions that help organizations deliver exceptional outcomes for customers while creating environments where teams can thrive and grow.
The post Women’s History Month – In Conversation with CHANELLE COLEMAN first appeared on Techronicler.
]]>The post The Empathy Algorithm: Translating Human Needs into Technical Solutions first appeared on Techronicler.
]]>The toughest challenges in scaling companies are almost never about code or servers—they’re about people: distrust between departments, blame cycles, emotional resistance to change, misaligned incentives, and the silent toll of unclear expectations.
On Techronicler, business builders, founders, and tech operators open up about the single most difficult “people problem” they cracked using technology as the mediator.
Their answers expose recurring patterns: sales and marketing fighting over credit until unified attribution created a single source of truth, teams hoarding information until a central wiki forced transparency, burnout from manual handoffs until automation restored autonomy, defensive posturing until objective feedback loops removed shame, and guilt-laden layoffs until structured listening and workload mapping rebuilt safety.
These aren’t abstract theories — they’re hard-won, sometimes painful lessons. The common thread?
The right technical solution doesn’t eliminate human messiness — it removes the structural friction that amplifies it.
See how leaders turned emotional roadblocks into scalable clarity.
Read on!
The most difficult people problem I have encountered is misalignment between sales and marketing around what actually drives revenue.
On the surface, it looks like a communication issue. In reality, it is a trust issue rooted in conflicting data and unclear attribution.
Sales teams often believe marketing delivers low quality leads. Marketing teams believe sales do not follow up effectively. Both groups are usually optimizing for different metrics. Without a shared source of truth, tension compounds. Meetings become debates over whose spreadsheet is correct rather than discussions about how to improve outcomes.
The technical solution was not simply better reporting. It was building a unified revenue intelligence layer that connected marketing touchpoints, sales activities, and closed revenue into a single, consistent model.
By standardizing definitions and aligning dashboards across teams, we shifted the conversation from blame to performance.
The non-obvious lesson is that technical clarity reduces emotional friction.
When everyone trusts the data, the tone of collaboration changes. Instead of arguing about credit, teams can focus on improving conversion points and customer experience. In that sense, technology becomes a mediator. It replaces subjective narratives with objective visibility.
The hardest people’s problems are rarely about personality. They are about incentives and information asymmetry.
A well designed system does not eliminate disagreement, but it gives teams a shared foundation to resolve it constructively.
I believe one of the most difficult “people problems” I’ve had to solve was mistrust between finance and operations.
Each team believed the other was working with incomplete or manipulated data. Meetings became debates about whose numbers were correct instead of discussions about what to do next.
At first, this looked like a communication issue. But the root cause was inconsistent reporting logic.
Finance pulled data one way, operations another. The same KPI had different definitions depending on who built the report. No amount of facilitation was going to fix that.
The technical solution was creating a single, governed metrics layer with clearly defined calculations and shared visibility. Instead of each team exporting and reshaping data in their own way, we centralized definitions and made them transparent. Everyone could see not just the numbers, but how they were derived.
What surprised me was how quickly tension dropped once the data stopped being negotiable.
Conversations shifted from “your numbers vs. mine” to “what are we going to do about this?”
The lesson for me was clear: many people’s problems aren’t emotional at their core, they’re structural.
When you fix the structure, trust often follows.
A challenge with human aspects that I was able to successfully resolve with a technological solution that represented my best abilities as a programmer was the lack of alignment between decentralized developers and client stakeholders that created tension and dissatisfying interaction among both groups of people.
This led me to create a collaborative tool for the delivery of projects, where any party could access information relating to the progress made during the sprints, among other details.
This is an innovation that was instantly obvious as having the greatest potential for creating positive relationships among the groups due to the elimination of dialogue associated with anecdotal evidence; similarly, it offered the greatest client retention potential because it allowed both groups to derive the maximum benefit from it.
The most difficult issue for me was trust.
Before Zibtek, we dealt with software testing. for companies with distributed teams. It often appears to be guesswork, with all the logistics involved.
However, the main issue is the people. Founders are primarily concerned about quality.
Developers feel disconnected from the mission. Everybody is defensive.
Consequently, we created tools for work to be visible, such as social dashboards, active participation logging, role assignments, and feedback loops incorporated in the workflow of the software being developed.
But this was about much more than just the tools in question. We focused on tools most likely to promote transparency and accountability, and reduce the feeling of being watched.
I was surprised to discover that good software doesn’t replace relationships — it creates space for them.
Where there is clear expectation and ownership, relationships improve. We came to trust one another, and that experience has left a deep mark on my relationship with technology.
The best solutions are the ones that create a more comfortable atmosphere where people can work.
The hardest “people problem” I’ve been able to solve with a technical solution was chronic cross-team misalignment that looked like “bad communication,” but was really an information architecture failure.
We had smart, well-intentioned teams. Still, the same patterns kept repeating:
decisions were re-litigated every 2-3 weeks
projects “slipped” without anyone feeling like they missed anything
stakeholders felt surprised, while delivery teams felt interrupted
accountability felt personal (“they didn’t tell us”) instead of structural (“the system didn’t make reality visible”)
What made it difficult
The underlying issue wasn’t that people refused to communicate. It was that:
everyone had a different definition of “status”
updates were scattered across meetings/DMs
saying “I’m blocked” felt political
escalations were emotional because there wasn’t a shared record of facts
The technical solution (built to change behavior, not just report it)
We built a lightweight “single source of truth” workflow that made work legible by default:
Decision log + “why” field Every meaningful decision had to land in one place with: what we decided, why, who disagreed, and when we’ll revisit. This reduced re-litigation because the context stopped evaporating.
Async weekly update that was forced to be small Not a doc novella. A strict template:
– what changed since last week
– what’s at risk (in plain language)
– what we need from others (one ask max)
next milestone + date
The constraint was the feature: it trained clarity.
Auto-generated “interlock map” We connected projects to owners, dependencies, and approvers so it was obvious where waiting time came from. This quietly removed a lot of blame.
Two signals that mattered Instead of vanity dashboards, we tracked:
– “time in blocked state”
– “decision churn” (how often a decision got reopened)
Those two metrics exposed where leadership attention actually needed to go.
Within a couple of cycles, the tone shifted:
– fewer surprise escalations (because risks were visible early)
– fewer meetings (because updates didn’t require attendance)
– less resentment (because -dependency pain was trackable and fixable)
– better leaders emerged (people who could write clearly and unblock systemically)
Developers and designers on our team kept blaming each other when projects went off track. Designers said devs ignored their specs, devs said designs were impossible to build.
We implemented Figma with dev mode and required designers to mark which elements were must-haves versus nice-to-haves before handoff. Devs had to comment directly in Figma if something wasn’t feasible instead of just building whatever was easiest.
Finger pointing dropped immediately because there was a clear record of what was discussed and agreed to. Both sides had to communicate in the tool before work started instead of after things were already broken.
The problem wasn’t really technical skill on either side, it was assumptions happening in isolation. Forcing those conversations into a shared space where decisions were documented just eliminated the ambiguity that was causing friction.
Tech didn’t solve the people’s problem, it just removed the space where miscommunication could hide.
The most difficult people problem I solved with a technical solution was ending email chaos and unclear ownership of client cases by moving everyone to a single, central case management system.
Previously information lived in many inboxes, clients were calling for updates, and we spent too much time tracking down who was doing what.
The new system let any team member pick up a case and see status, outstanding documents, and next steps, which cut our average case resolution time from eight weeks to four and removed much of the back-and-forth on identity theft and credit disputes.
An important lesson from that work is to require consistent use: set clear documentation standards, assign ownership for status updates, and review the system weekly so the tool actually delivers value.
The most difficult people problem I solved with a technical solution was streamlining employee onboarding at LB Limousine, where paperwork and duplicated data drained time and caused confusion.
I led the implementation of an automated onboarding workflow that gave new hires a self-service option and removed redundant steps.
That automation eliminated around 90% of what had been essential communication and cut down on repeated data entry.
With administrative tasks reduced, our team could focus on training, scheduling, and engaging with employees before small issues escalated, which improved retention and eased new-hire confusion.
Most importantly, automation preserved human judgment and let us prioritize proactive workforce planning instead of constant catch-up.
On behalf of the Techronicler community of readers, we thank these leaders and experts for taking the time to share valuable insights that stem from years of experience and in-depth expertise in their respective niches.
If you wish to showcase your experience and expertise, participate in industry-leading discussions, and add visibility and impact to your personal brand and business, get in touch with the Techronicler team to feature in our fast-growing publication.
Individual Contributors:
Answer our latest queries and submit your unique insights:
https://bit.ly/SubmitBrandWorxInsight
Submit your article:
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Answer the latest queries and submit insights for your client:
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The post The Empathy Algorithm: Translating Human Needs into Technical Solutions first appeared on Techronicler.
]]>The post Future-Proofing Automation: Why Ethical Frameworks are the New Competitive Advantage first appeared on Techronicler.
]]>As humanoid robots step into our homes and self-driving vehicles share our roads, a critical question looms: are we building intelligent machines faster than we’re building the ethical frameworks to govern them?
On Techronicler, business leaders, technologists, and ethicists confront the uncomfortable realities companies can no longer ignore.
From aesthetic and moral judgment gaps in life-altering decisions, to opaque accountability when things go wrong, invasive data collection in private spaces, algorithmic bias, job displacement, and the rush to deploy before clear liability rules exist—these experts pull no punches.
They argue that true public protection demands more than safety testing: it requires radical transparency, mandatory data deletion protocols, equitable access, and human oversight mechanisms that preserve dignity and fairness.
Their insights make one thing clear—technological progress without ethical foresight isn’t innovation; its recklessness.
Discover the pressing concerns that will define whether these technologies serve humanity or endanger it.
Read on!
I run a surgical practice and hair restoration clinic, and here’s what nobody discusses about AI ethics: the aesthetic judgment problem.
In my operating room, I make hundreds of micro-decisions during minimally invasive procedures—incision angles, tissue handling, closure techniques—that determine whether a patient has a barely visible scar or a noticeable one.
That’s pure human judgment developed over 10+ years performing more robotic surgeries than any physician in Lake County.
When we adopted robotic surgery systems at South Lake Hospital, I found the terrifying gap: these machines excel at precision but fail completely at context.
The robot can’t see that this patient is a bride getting married in three months, or that another works as a hand model. It can’t weigh “technically successful” against “patient will hate how this looks.”
Autonomous systems make binary choices—humanoid robots and self-driving cars will face similar judgment calls where both options are technically correct but one devastates someone’s life.
Companies must mandate “aesthetic impact assessments”—not just safety testing, but real-world consequence modeling with diverse patient populations.
In hair transplantation, we track not just survival rates but patient satisfaction scores, because a perfectly executed procedure that looks unnatural is actually a failure. Before deploying any autonomous system in public spaces, run it through scenarios where the “right” answer depends on context invisible to sensors.
The partnership model I use with patients—active listening, open communication about trade-offs—needs to be built into these systems.
Every autonomous decision should come with an explanation accessible to affected parties, just like I walk patients through why I’m choosing one surgical approach over another.
Delegation of moral agency in the case of humanoid robots and self-driving systems is the largest ethical issue.
Who is held accountable when AI makes an independent decision and damages a person? More than that, there is an increasing requirement of transparency, algorithms should not be shrouded in black box arguments.
Another problem is data ownership: self-driving cars, in particular, capture personal movement data, which can be used against a person in case no strict governance is provided.
There must be compulsory accountability systems and open audit trails of AI decision-making in companies.
In the absence of that we are training robots to perform in moral gray areas with no human consequence whatsoever.
The chief concern surrounding these devices is, unsurprisingly, privacy.
When an individual purchases a semiautonomous or autonomous robot, they are essentially inviting into their home a machine that can see, hear, and move freely within personal spaces. It is almost certain that the data collected during normal operation will be used to improve future models, and that presents a serious problem.
How many private conversations take place in a home each day? Companies must implement strict safeguards that either allow users to opt out of data collection for training purposes or commit to not using this data at all. If such information is gathered, it will inevitably be targeted and, eventually, stolen.
Nothing is truly unhackable.
Companies should focus on keeping people safe and making sure everyone benefits, not just rich people.
Some of the main issues that appear when self-driving cars and robots become common everyday items are:
– Safety: In an accident, how do self-driving cars select which of two pedestrians to hit? Companies must establish safety regulations.
– Losing jobs: What happens when robots replace humans? Companies must help in retraining for purpose-built jobs.
– Faireness: Expensive self-driving cars will likely first go to rich areas. New tech must address unfairness issues.
– Liability. Self-driving cars that cause injuries must have a clear source of responsibility. The public, the extent of the company’s excess, and the owner must follow clear laws.
I believe that the objective of tech should be to improve the quality of every person’s life and avoid injustice.
As self-driving systems and humanoid robots make their way into public spaces, accountability remains the biggest ethical concern.
Companies must clearly define who is responsible for the mistakes of an autonomous system, whether it is the developer, the data provider, or the operator.
The quality of data these systems rely on is another major concern. This is because biased or incomplete datasets can produce unsafe or discriminatory results, even those that the company may have never intended. And above all, these systems can never be fully adopted until they are made transparent.
People need to have the knowledge of why certain decisions are made by these systems and what the thought process is behind their behaviors.
Without that clarity, building trust will be close to impossible.
Ethical AI is the foundation for public confidence as autonomy becomes mainstream.
At Service Stories, we see how AI systems are already reshaping findy—customers now find businesses through ChatGPT instead of Google. But here’s the problem: these models are trained on massive datasets that include your movements, preferences, and patterns without consent frameworks.
When a humanoid robot enters your home or a self-driving car tracks your routes, that behavioral data becomes a goldmine that companies will monetize.
The solution isn’t just safety standards—it’s mandatory data deletion protocols. Every autonomous system should be required to purge non-essential behavioral data within 30 days.
Your robot doesn’t need to remember what time you typically leave for work to function properly. That’s surveillance masquerading as service optimization.
Companies must be legally prohibited from using operational data for anything beyond immediate function.
No training for future models, no selling insights, no “anonymized” data sharing. The device serves you, period.
The most unethical thing I see about humanoid robots and self-driving cars isn’t the technology itself; it’s the haste to use them before we figure out who’s responsible when anything goes wrong.
We are effectively beta-testing these devices on public streets and in people’s homes right now, but there aren’t any clear rules on who is responsible for them.
People who are hurt when a self-driving car makes a wrong turn or a humanoid robot breaks down in a care facility have to fight for their rights since the law is unclear and firms use complexity to protect themselves.
We require standards that are enforceable prior to the onset of major disasters, not afterward.
The IT industry often asks for forgiveness instead of permission, but that is not a beneficial way to protect people’s safety.
Companies should be open about their limits and push for strong regulation instead of fighting against it.
Ethically, focus on operations.
– Safety by design: rate parts, use ESD-safe or flame-rated materials, control moisture and temperature, and verify with a lot of traceability.
– Change control: treat hardware and firmware like aerospace; versioned BOMs, serialized prints, CE/UL evidence, and repeatable QA across batches.
– Accountability: log print, assembly, and calibration data via APIs so incidents can be reconstructed.
– Human override: clear e-stops and serviceable, replaceable components to reduce downtime and harm.
As a SaaS provider, we believe algorithmic fairness and accountability are the most important ethical issues for businesses using humanoid robots and self-driving technologies.
Establishing explicit liability and tracking the decision-making process is crucial when autonomous systems do damage or make discriminating decisions, whether it’s an accident, biased hiring, or unequal service.
In order to ensure a clear line of accountability from the algorithm’s code to the human operators, companies must integrate Responsible AI concepts into their core technology.
Our goal is to provide reliable, auditable AI/ML platforms that reduce internal data bias and enable ongoing monitoring and prompt results explanation.
Building the public trust required for widespread adoption and protecting the public interest from the unanticipated edge cases of true autonomy can only be accomplished with this dedication.
On behalf of the Techronicler community of readers, we thank these leaders and experts for taking the time to share valuable insights that stem from years of experience and in-depth expertise in their respective niches.
If you wish to showcase your experience and expertise, participate in industry-leading discussions, and add visibility and impact to your personal brand and business, get in touch with the Techronicler team to feature in our fast-growing publication.
Individual Contributors:
Answer our latest queries and submit your unique insights:
https://bit.ly/SubmitBrandWorxInsight
Submit your article:
https://bit.ly/SubmitBrandWorxArticle
PR Representatives:
Answer the latest queries and submit insights for your client:
https://bit.ly/BrandWorxInsightSubmissions
Submit an article for your client:
https://bit.ly/BrandWorxArticleSubmissions
Please direct any additional questions to: [email protected]
The post Future-Proofing Automation: Why Ethical Frameworks are the New Competitive Advantage first appeared on Techronicler.
]]>The post Women’s History Month – In Conversation with EMMA MARCOTTE first appeared on Techronicler.
]]>A Techronicler interview with Emma Marcotte, SVP of Clients, Moburst
Welcome to our Women’s History Month edition of Techronicler. Today, our guest is Emma Marcotte, SVP of Clients at Moburst.
Emma has built her career by acting as the ultimate translator—bridging the gap between what a client envisions, what technical delivery requires, and what a business can sustainably support. Rather than subscribing to the outdated tech mantra of “move fast and break things,” Emma champions a philosophy of moving fast on learning and deliberately on commitments.
In this interview, she discusses how to operationalize AI without it becoming just another shiny object, why she had to unlearn the habit of “reflexive accommodation,” and how she is actively dismantling the “broken rung” by equipping junior women with both undeniable track records and the language of confidence.
Techronicler: Thank you for joining us, Emma! Well, a lot of careers look like straight lines on LinkedIn. How was yours different? Was there a pivotal moment or ‘happy accident’ that actually steered you toward your current role or niche?
Emma Marcotte:
I took a data analytics and technology course in college and realized pretty quickly I had a real knack for data. More importantly, I learned I’m strongest at the intersection of strategy, communication, and execution.
At the time, I thought I’d end up in a high-powered PR track, but I realized I didn’t shine in work that was mostly narrative. I was far more energized by problems you can measure and improve. So I started in a data analytics role right out of school, and then moved into data/technology consulting – helping clients build their tech stacks and making best-in-class recommendations on overall data architecture.
As I progressed, the pivotal moment was recognizing how much value comes from being the translator between worlds: what the client means, what delivery needs, and what the business can sustainably support. That’s what ultimately pulled me into account leadership at a data- and technology-focused company – where the job isn’t just managing relationships, it’s driving outcomes and helping organizations elevate both their tech stack and their broader marketing strategy.
Techronicler: What is the one problem or project that is taking up 80% of your brain space this month?
Emma Marcotte:
This month, 80% of my brain space is going to helping teams adopt AI in a way that’s actually operational – use cases, governance, and measurement – without turning it into a shiny-object project. The hard part isn’t the tools; it’s alignment. I’m focused on picking the few workflows where AI creates real leverage, defining success metrics, and making sure the change management is as strong as the tech.
Techronicler: Many women still find themselves as the ‘Only’ (only woman, only WOC) in the room. When that happens now, how do you use that visibility to your advantage rather than letting it be a weight?
Emma Marcotte:
While tech broadly continues to be a male-dominated industry, I am fortunate to have worked closely with many amazing female leaders and helped to harness my voice and confidence, showing me the power of female leaders. When I’m the ‘Only’ in the room, I treat it as a leadership moment, not a burden. I don’t shrink or over-explain. I anchor the conversation in outcomes – what decision we’re making, what tradeoffs we’re accepting, and what happens next. I use my visibility to set the tone: clear, direct, and forward-moving
Techronicler: Are women in leadership still penalized for being too direct or ‘sharp-elbowed’? Have you ever had to consciously unlearn the habit of being ‘too nice’ or ‘accommodating’ to get a project across the line?
Emma Marcotte:
Yes, women can still get penalized for the exact communication style that gets praised as ‘decisive’ in others. I’ve had to unlearn the reflexive accommodation, especially the urge to soften clarity or feedback so it feels more “palatable”. What I’ve learned is clarity is essential no matter who it is coming from. Providing clarity is not aggressive, even if it is not what people want to hear. With years of unlearning, I am not direct and constructive. I aim to state issues, propose alternative solutions and document decisions. It’s not sharp-elbowed, it’s about understanding the work that needs to be done, and the quality of work that is expected.
Techronicler: What is a piece of ‘common wisdom’ in the tech industry that you completely disagree with?
Emma Marcotte:
I disagree with ‘move fast and break things’ as a default mantra. Speed without alignment doesn’t create progress – it creates rework. The better version is: move fast on learning, move deliberately on commitments. Fail fast and move forward to something better.
Techronicler: The ‘broken rung’ (the first step up to manager) is a bigger obstacle than the glass ceiling. How are you personally helping junior women make that specific leap from individual contributor to lead?
Emma Marcotte:
The ‘broken rung’ is real because the first leadership step is a catch-22: you’re expected to show management experience to get the role, but you can’t get the experience without the role.
One dynamic I see a lot is that women tend to argue from résumé evidence – they try to prove they’re ready only through past experience – while men are often more comfortable communicating readiness and learning velocity even without the perfect checklist. So I try to help junior women build both: a real track record and the language of confidence.
I give them ownership lanes – owning a workstream, running client-facing updates, handling stakeholder alignment – and we capture outcomes so it’s undeniable. Then we work on the narrative: ‘I can do this because I’ve done X’ and ‘I can do this because I know how to learn, lead, and deliver.’ That’s what breaks the catch-22.
“Speed without alignment doesn’t create progress—it creates rework.”
This profound insight from Emma Marcotte flips the traditional tech narrative on its head, reminding us that true acceleration requires a foundation of strategic clarity. Her approach to leadership is a masterclass in operational rigor and human-centered problem solving.
As we continue to celebrate Women’s History Month, Emma’s dedication to giving junior women the space to own workstreams and articulate their value is a practical blueprint we can all learn from.
As SVP of Clients at Moburst, Emma Marcotte leads client strategy and success across a diverse portfolio of brands. Her expertise sits at the intersection of digital-first marketing, ad-tech and mar-tech consulting, and brand marketing maturity – helping organizations build the capabilities and systems needed to grow sustainably. Emma has extensive experience building and scaling high-performing teams and foundational processes, with a focus on client outcomes, strategic problem-solving, and operational rigor. She is particularly passionate about scaling small to mid-size teams within fast-growing organizations.
The post Women’s History Month – In Conversation with EMMA MARCOTTE first appeared on Techronicler.
]]>The post Attract, Retain & Develop first appeared on Techronicler.
]]>
Break free from outdated hiring models and embrace bold, game-changing workforce strategies.
Create a high-performance culture where employees feel valued, motivated, and driven to succeed.
Reskill, adapt, and future-proof your workforce to stay competitive in an era of rapid change.
Attract top talent and build unstoppable teams by fostering deep engagement and visionary leadership.
“Over the decades my journey has taken me from being an award-winning chef to leading the international Institute for Workplace Skills and Innovation (IWSI), where I’ve built up expertise in job skills training. Our group employs eight hundred apprentices at any given time and has successfully graduated more than 20,000 others. We have a network of more than three hundred small, medium, and large employer partners. Although I hung up my apron a few years back, I still keep in touch with my culinary roots. My philosophy today leans toward farm-to-table, focusing on organic, locally sourced ingredients, and I try to live
a lifestyle that’s clean and healthy.
My goal here has been to not create yet another “formula” book on the workings of the workplace. And just to be up-front, I’m no McKinsey-style management guide. You won’t find robotic, data-driven analysis or structured methodologies here. What you will find are practical ideas, including some key ingredients such as mentoring, mastering change
in a tech-driven world, and building a resilient, innovative workforce culture. To this I have mixed in (hopefully) some entrepreneurial hustle (the same hustle that gets startups off the ground).
This book is a culmination of my diverse (some say crazy) background. From culinary to corporate, talent development to embracing change, my aim is to offer fresh insights into the workplace. Those insights often take a different track from the age-old “get into a good college” mentality. Not that I have anything against college students. It’s just that in the modern age, there are many options to consider. As a hiring manager or business owner, you need to have a keen awareness of who’s out there seeking employment and what they can offer your team. You need to know how you will captivate them and demonstrate why you want them on your team—and how you will entice them to stick around for a while.
Join me on a journey as we explore innovative strategies, redefining the future of work. The path for which I advocate is a path less traveled, but one rich with creative solutions and ideas that can lead to impactful change.”
Nicholas “Nick” Wyman began his career as an award-winning chef. Transitioning from the culinary arts to the business world, Nick leveraged his leadership experience to become a globally recognized workforce practitioner.
As the CEO of the Institute for Workplace Skills and Innovation Group (IWSI), he redefines career pathways, transforming how the modern world views skills and success.
Under his leadership, IWSI has ignited over twenty thousand skill-based career paths. Nick is the author of two books and contributes to Forbes, Fast Company, the MIT Press Journal, and CNBC.
A quick conversation with Nicholas Wyman about “Attract, Retain & Develop: Shaping a Skilled Workforce for the Future”.
And more!
The post Attract, Retain & Develop first appeared on Techronicler.
]]>The post In Conversation with Nicholas Wyman first appeared on Techronicler.
]]>
Techronicler: Hi Nicholas, thank you for joining us! Before we dive into “Attract, Retain & Develop”, please tell us about yourself and your current role.
Nicholas Wyman:
Thank you, it’s great to be here.
I’m Nicholas Wyman, a workforce practitioner and CEO of the Institute for Workplace Skills & Innovation America, where I focus on building skills-based career pathways that connect people to meaningful employment.
My work sits at the intersection of business, education, and public policy, helping employers solve talent shortages while creating opportunities for individuals. Over the past two decades, I’ve worked with employers across industries, and both private companies and government agencies, to rethink how they attract, develop, and retain talent.
What drives me is the belief that talent is universal, but opportunity is not. Employers have a powerful role to play in closing that gap.
Techronicler: What’s the origin story for your latest book, Attract Retain & Develop: Shaping a Skilled Workforce for the Future? How did it evolve from an idea to a tangible title? Tell us more about this journey.
Nicholas Wyman:
The idea for my latest book came directly from the frustrations I was hearing from employers everywhere. They were struggling to find talent, yet often overlooking capable people because of outdated hiring practices.
I realized there wasn’t a practical playbook that combined real-world workforce strategies with leadership and culture in a way that business leaders could immediately apply.
The book evolved over several years as I gathered case studies, tested ideas through our programs, and refined what actually works in practice.
My goal was to create something actionable rather than that leaders could use to build resilient, future-ready teams.
Your book argues that traditional hiring models are outdated. What specifically is broken in the way most organizations recruit today, and what mindset shift do HR leaders need to make first to truly “disrupt” their approach?
Nicholas Wyman:
The biggest problem is that many organizations hire based on traditional proxies for talent, like degrees, credentials, and job titles, instead of actual capability.
This approach unintentionally filters out incredible candidates who have the skills but not the traditional ‘pedigree’. It also slows hiring and contributes to persistent talent shortages.
The mindset shift is moving from credential-based hiring to skills-based hiring, asking, “What can this person do, and how can they grow?” rather than “Where did they go to school?”
Once leaders make that shift, they open the door to a much broader, more capable talent pool.
Techronicler: Your own career path, from chef to global workforce practitioner, is unconventional. How did that experience shape your philosophy on talent, and what can employers learn from non-linear career journeys when evaluating candidates?
Nicholas Wyman:
Starting my career as a chef taught me things that you can’t learn from a text book: soft skills like time management, communication and team-building, and critical thinking. Kitchens are performance-based environments, you either deliver or you don’t, and that shaped how I view talent.
My transition into workforce development reinforced that many of the most capable people willing to take initiative and problem-solve come from non-traditional backgrounds. Employers who overlook non-linear career paths miss out on adaptable, resilient, and highly motivated individuals.
Today’s workforce is far more dynamic, and hiring practices need to reflect that reality.
Techronicler: Through your work with the Institute for Workplace Skills & Innovation America, you’ve helped create thousands of skills-based career pathways, including apprenticeships for people with disabilities. What lessons from those programs can HR leaders apply to build more inclusive and effective talent pipelines?
Nicholas Wyman:
One of the biggest lessons is that inclusive hiring isn’t charity, it’s actually smart business with a proven ROI for both individual businesses and for the economy, and our society, at large.
When employers focus on skills and provide structured pathways like apprenticeships, they uncover talent that was previously overlooked. We’ve seen firsthand that with the right support and mentorship, individuals thrive and become highly loyal, high-performing employees.
Another key lesson is that partnerships matter. It’s key to work with community organizations and training providers, as that reduces the burden on employers. Inclusion expands your talent pool and strengthens your organization at the same time.
Techronicler: Many employers are concerned about automation and AI reshaping jobs. Based on your research and workforce experience, what skills should organizations be prioritizing now to future-proof both their workforce and their business?
Nicholas Wyman:
AI is transforming work, but the real challenge that comes with utilizing this technology is ensuring trust, good judgment, and human capability. The risk isn’t just that AI will replace tasks, but that people may over-rely on it without critical thinking.
That means the most important skills are human skills: adaptability, communication, ethical judgment, and problem-solving. Technical literacy is important, but the ability to question, interpret, and apply technology responsibly is what creates value.
Organizations that invest in these durable human skills will be far better positioned to navigate whatever comes next.
Techronicler: As an author, what are 3 other books you’d recommend to our audience? Why?
Nicholas Wyman:
As someone who works at the intersection of workforce strategy, business performance, and human capability, I tend to look beyond mainstream HR titles. Talent systems rarely fail because of policy. They fail because of behavior, stress, culture, and leadership blind spots.
Three books that have shaped my thinking:
Atomic Habits by James Clear
Clear’s central argument is simple: outcomes are driven by systems, not willpower. That applies directly to organizations. Engagement, productivity, and inclusion are the result of repeated behaviors reinforced over time. If leaders want change, they must design better systems and reward the right daily actions. Culture is not a slogan. It is an institutionalized habit.
The Mindbody Prescription by John Sarno
This book explores how chronic stress manifests physically. In organizations, that same stress shows up as burnout, disengagement, and turnover. Too many workplaces wear chronic pressure as a badge of honor. It is not. It is a performance tax. Sustainable output requires healthier environments and leaders who understand the cost of hidden strain.
The Gifts of Imperfection by Brené Brown
Brown’s work on vulnerability and courage is ultimately about trust. And trust drives performance. Innovation, accountability, and retention depend on psychological safety. High standards and empathy are not opposites. The best organizations combine both. When people feel safe to speak up and grow, performance follows.
For me, workforce strategy is not just about hiring models or talent pipelines. It is about energy, resilience, and behavior at scale. Organizations that understand that outperform those that treat talent as a transactional process.
Author of Attract, Retain & Develop, Nicholas “Nick” Wyman, began his career as an award-winning chef. Transitioning from the culinary arts to the business world, Nick leveraged his leadership experience to become a globally recognized workforce practitioner.
As the CEO of the Institute for Workplace Skills and Innovation Group (IWSI), he redefines career pathways, transforming how the modern world views skills and success.
Under his leadership, IWSI has ignited over twenty thousand skill-based career paths. Nick is the author of two books and contributes to Forbes, Fast Company, the MIT Press Journal, and CNBC.
The post In Conversation with Nicholas Wyman first appeared on Techronicler.
]]>The post Women’s History Month – In Conversation with KATHERINE KING first appeared on Techronicler.
]]>A Techronicler interview with Katherine King, Founder & CEO, Yarris Technologies and Intuity AI
Welcome to a very special Women’s History Month edition of Techronicler. Today, we are speaking with Katherine King, an executive whose career path has been less of a straight corporate ladder and more of a fascinating “seismograph.” From her early days as an audio engineer handling live bands to her current work untangling convoluted legal and claims workflows, Katherine has built a career on asking the awkwardly practical questions that actually drive innovation.
She specializes in translating tech jargon into plain English and politely pointing out when a new system fails to make work genuinely easier. In this interview, she shares her refreshing perspective on why “sharp-elbowed” leadership should be penalized, how she manages the delicate balance of AI security, and why her ultimate dream tech product has everything to do with reducing the invisible mental load.
Techronicler: Thank you for joining us, Katherine! Well, everyone has an origin story! What was the first piece of technology you ever broke, built, or fell in love with?
Katherine King:
My father visited Japan and brought me a miniature Sony transistor radio, about half the size of a phone. I was instantly, madly in love, and listened all day and late at night, changing from station to station; music, news, talk, weather. The world was my oyster! The radio, my pearl! I transitioned through cassette Walkman, CD Walkman, iPod, and iPhone to Mac. But secretly, I long to find that tiny radio now.
Techronicler: A lot of careers look like straight lines on LinkedIn. How was yours different? Was there a pivotal moment or ‘happy accident’ that actually steered you toward your current role or niche?
Katherine King:
I’d prefer to be frank. My career trajectory resembles a seismograph in an earthquake. I’ve been a photographer and a musician, and worked in a variety of roles in electronics, banking, health, and tech. Most decisions revolved around a currently available role and the exponentially increasing requirement to feed my family.
Working in a variety of industries, I’ve come to understand what customers want and need. Simple, cost-effective, practical solutions to complicated problems. Our customers, and our customers’ customers ideas are the focus of all of my work now.
Techronicler: What is the one problem or project that is taking up 80% of your brain space this month?
Katherine King:
Security is taking up my brain space, and comes in many forms. Everything from customer contracts and security audits through to security strategy, planning and execution for our AI products. Legal and regulatory requirements change constantly, and customer expectations are maturing. I lean toward conservative, ring-fenced AI products that protect the customers’ data, even if it is a little boring. Our AI assistants are practical and time-saving, and dare I say, cute. Our new assistants under development now will be more expansive and formidable, but they, too, will be security-conscious. And cute.
Techronicler: Many women still find themselves as the ‘Only’ (only woman, only WOC) in the room. When that happens now, how do you use that visibility to your advantage rather than letting it be a weight?
Katherine King:
When I was young, I worked as an audio engineer at live band performances. One night, a man came up to me and gently pushed me away from the mixing console and said, “The man will be here soon”. My response? “I am the man.”
I’m older now, and I’ve led technical teams for many years. The solution is to require extensive diversity in the company, and in every team: sex, age, race, culture, religion, working style, neurodiversity and combinations of all those. The customers are very diverse. So if we want to sell software to them, we need to represent the customer’s voice. Many of our potential decision-making customers are women. So we have senior women decision makers in our teams as product owners, heads of operations, senior developers and accountants. And the bonus? You have a diverse team to lean back on, roll your eyes, and share a conspiratorial whisper later.
Techronicler: Are women in leadership still penalized for being too direct or ‘sharp-elbowed’? Have you ever had to consciously unlearn the habit of being ‘too nice’ or ‘accommodating’ to get a project across the line?
Katherine King:
Actually, I think we should be penalizing anyone who is too direct and sharp-elbowed. I think we should all learn the habits of being nice, kind, accommodating, collaborative, cooperative, inclusive, celebratory and open. The world would be a much better place. I don’t think you need to be cruel to get the job done. If you hire brilliant people with pride in their skills, doing interesting work, you don’t need to berate them.
Techronicler: Tell us about a time you had to make a deeply unpopular technical decision (e.g., killing a feature, swapping a tech stack) that turned out to be the right call. How did you handle the pushback?
Katherine King:
Looking into the ‘way back machine’ it was an agonizing choice to move from a private cloud to the AWS public cloud. Howls of anguish greeted the suggestion, “No one is going to see it,” “The customers need other functionality first,” “It’s too much work for too little return.” We talked about it for a number of months, came to the fatalistic conclusion that we’d give it a go, then hired an enthusiastic, competent person to lead the project. It took an age to complete, it did create anguish and agony, but it was an amazing team effort. We couldn’t believe it when it was all done. We partied like there was no tomorrow.
Techronicler: If you were given $10M to start a company today in a niche outside of your current field, what problem would you solve?
Katherine King:
I’d create an application that brought all of the services that I buy and use into one app: consumer services management. I would include scheduling, reminders, invitations, links to socials, banking and payments, bringing all of my responsibilities together in one place. For example, childcare, shopping, birthday parties, holiday programs, parent care, vaccinations and doctors’ visits. I could go on and on.
Techronicler: From your seat, how do you see the rise of AI tools changing the trajectory for women entering engineering today?
Katherine King:
On a Pacific island, a New Caledonian crow named Betty dropped a straight wire into a tube but couldn’t reach the food. She bent the wire into a hook with her beak, lowered it again, and lifted the food out, like fishing. It was one of the first recorded cases of a bird making a tool on the spot. I see AI tools changing the trajectory for everyone entering engineering today. Those who master the tools will be the masters.
On a second, possibly more important note, I’m looking forward to when robots help us with the cooking, cleaning, shopping, laundry and garden maintenance. That will change the trajectory for women entering engineering today, unless, of course, their partners finally pick up their fair proportion of the work at home. And we all know how that’s going. Bring on the robots.
Techronicler: What is the single best piece of advice you’ve ever received about negotiating—whether for salary, headcount, or project timelines?
Katherine King:
Ask, don’t tell, listening carefully to the answer before you reply.
“Can you tell me about our current budget challenges.”
“What are your thoughts on our current headcount.”
“How’s the project going for you?”
“What upcoming obstacles do you see that might blow out our target date?”
“Are you ok?”
Techronicler: What is the one book every woman in tech should read this year?
Katherine King:
Women in Leadership by Julia Gillard and Ngozi Okonjo-Iweala explores how women in leadership roles think and make decisions. Julia Gillard is a former Prime Minister of Australia and an inspiration to many. The main point of the book is that women shouldn’t wait for systems to become fair before they pursue leadership roles. You can be aware of bias, but don’t be afraid. Plough on through!
Techronicler: What is a piece of ‘common wisdom’ in the tech industry that you completely disagree with?
Katherine King:
I disagree that “Everyone should come into the office.” I live in a big city with a time-wasting commute. Many of our people live far away from our designated office. We have polices for flexible hours, child pick up/drop off time meeting bans, work from home, tag work onto your holiday, or work from anywhere in the world. Some people may occasionally take advantage of the process but the vast majority of people for the vast majority of the time, never do. We all see it as a privilege to never abuse. We go to kids’ performances, school sports, parents’ bedsides, appointments with the vet, a walk at lunchtime, a workout, or a mental health break. We get to see our children grow up. Daily standups and detailed Jira boards reveal a lazy underperformer within days.
Techronicler: If you could change one thing about how we interview and hire in tech to make the process more equitable, what would it be?
Katherine King:
We make sure there are women in the recruitment team and in the interview panel. People need to be aware that women frequently undersell themselves, assuming they are not yet up for a role because they can’t do everything specified in the position description. Some women are very understated when they describe their experience and qualifications. Many men wouldn’t dream of looking at their prospects in this way, assuming they will learn on the job, and making the most of their career history to date. Interviewers need to be briefed on this difference between the applicants when they are making their hiring recommendations.
Further, we ask scenario-based questions to give women an opportunity to describe their thinking processes, actions, activities and outcomes rather than open-ended questions. For example, “Tell me about a time when you disagreed about the approach to a problem with a team member. How did you respond, and what was the outcome?” This type of question elicits a different, more nuanced response than “How do you manage a problem with a teammate?”
Techronicler: The ‘broken rung’ (the first step up to manager) is a bigger obstacle than the glass ceiling. How are you personally helping junior women make that specific leap from individual contributor to lead?
Katherine King:
We hire brilliant junior developers and technical leaders right out of university, then nurture them in a team that supports their growth with an articulated development plan. We assign a manager/mentor who genuinely cares and checks in weekly. I also check in frequently to make sure they’re happy, and then promote them as soon as they demonstrate capability. We all need to make damn sure they’re paid as much as the men doing a similar role. An absolute non-negotiable.
“The customers are very diverse. So if we want to sell software to them, we need to represent the customer’s voice.”
That practical, grounded perspective from Katherine King is exactly why she is so effective at building systems that work for real people. Her rejection of the idea that leaders must be “sharp-elbowed” to be successful is a vital reminder that kindness and collaboration are actually competitive advantages in the tech industry.
Katherine King, Founder & CEO, Yarris Technologies, works at the technical intersection of law, technology, insurance, and construction. Usually, somewhere between a strategy deck and the moment someone realises the process was the problem all along. She spends her time untangling legal and claims workflows, translating tech jargon into plain English, and asking the awkwardly practical questions that tend to arrive just after the big “innovation” announcement. Her main professional interest is systems that make work genuinely easier, and her main professional skill is politely pointing out when they don’t.
The post Women’s History Month – In Conversation with KATHERINE KING first appeared on Techronicler.
]]>The post Protecting Your Company Against Copyright and Privacy Risk in the Era of Large Language Models first appeared on Techronicler.
]]>By Andrew Pery, AI Ethics Evangelist, ABBYY
Since ChatGPT and other large language models (LLMs) gained traction, concerns about copyright and privacy risk have become increasingly urgent. This risk is compounded by the fact that many employees admit to using generative AI tools at work without formal approval or governance, creating hidden exposure for organizations.
One of the most significant areas of risk lies in documents.
Across industries, documents remain the backbone of business operations. They contain contracts, compliance records, medical information, financial histories, personal identifiers, trade secrets, and copyrighted works. As organizations modernize document workflows, they are increasingly looking to augment traditional automation with the reasoning capabilities of LLMs, the contextual intelligence of retrieval-augmented generation (RAG), and even agentic AI. The challenge is to integrate these capabilities without introducing unacceptable copyright or privacy liabilities.
LLMs are trained by ingesting vast amounts of text – from books, articles, websites—and converting that information into numerical representations known as embeddings. These embeddings can introduce legal and privacy risk in two ways:
Recent legal and policy work emphasizes that embeddings are not just harmless math. In some cases, they may be reverse-engineered or exploited to infer underlying content, exposing organizations to copyright infringement or privacy violations.
U.S. copyright law allows certain uses of copyrighted material under the doctrine of ‘fair use’. In Authors Guild v. Google, Inc., the Second Circuit held that Google’s digitization of books to make them searchable constituted fair use because it was transformative and did not substitute for the originals.
However, the Supreme Court narrowed this reasoning in Goldsmith v. Andy Warhol Foundation, emphasizing that courts must evaluate each specific use and consider whether it competes with or harms the market for the original work. Transformation alone is not sufficient. These distinctions are increasingly relevant for AI.
Courts are now testing how fair use applies to AI training and outputs. In Bartz et al. v. Anthropic PBC, a federal judge suggested that training models on copyrighted books could qualify as fair use in principle but allowed the case to proceed based on concerns that output-level memorization or regurgitation could constitute derivative works.
The subsequent $1.5 billion settlement—the largest copyright settlement in U.S. history—highlighted how quickly the legal landscape is shifting.
In December 2025, a new, non–class-action lawsuit led by Bad Blood author John Carreyrou targeted six major AI companies, challenged the foundational premise that fair use should extend to training, especially where companies knowingly ingested infringing datasets and have generated enormous commercial value from models without adequate compensation
At the center of these cases is the fourth fair-use factor: market harm. Courts are increasingly acknowledging that AI systems are not merely indexes or search tools, but generative systems whose outputs may contain copyrighted text, replicate proprietary styles, or substitute for original works.
So where does this leave companies? With so many legal implications, business leaders must consider, is training data more akin to copying to build a derivative artifact, which may be infringing? Are embeddings “copies”? Do AI outputs cause market harm when AI substitutes for original journalism or books?
General-purpose AI tools such as LLMs were not designed with these risks in mind. But, purpose-built Document AI differs both philosophically and technically from generative models.
First, they avoid unlicensed, scraped training data. While Foundational AI models rely on massive datasets gathered from the open internet, some of it licensed, much of it not, purpose-built AI takes the opposite approach: they build models using controlled datasets, synthetic data, or licensed corpora. There’s no mystery about where the training material came from, and no risk that the system learned from pirated books or proprietary documents.
Second, they don’t retain customer documents for model improvement. In general-purpose AI, anything a customer uploads may become part of the next model. With purpose-built Document AI, the workflow is explicitly segmented: data goes in, fields come out, and the underlying documents are not absorbed into a global model.
Third, they support on-premise and private-cloud deployment. Many enterprises handle data that cannot legally leave their infrastructure. Purpose-built Document AI solutions let them keep full control, avoiding the security gaps and compliance risks that come with sending documents to third-party servers.
Fourth, they minimize or eliminate persistent embeddings. Embeddings are one of the biggest drivers of legal uncertainty because they can encode personal or expressive information. Document AI often bypasses or tightly controls embedding creation. When embeddings are used for classification or semantic matching, they’re isolated to the customer’s own environment and not co-mingled across tenants.
Fifth, they don’t generate new copyrighted output. Generative AI models can accidentally reproduce training content word-for-word. Document AI doesn’t generate text—it extracts. That eliminates one of the biggest sources of infringement risk.
While copyright gets more attention in headlines, the privacy issues are just as urgent. In many industries, document processing directly exposes AI systems to some of the most sensitive information a company handles.
Purpose-built Document AI reduces this risk through design choices that make privacy protection easier and more reliable.
Data minimization is built into the workflow. Instead of keeping full documents, these systems can retain only the fields that matter—amounts, dates, IDs, addresses—discarding the wider document context. That drastically reduces the exposure if a breach occurs.
Field-level redaction and pseudonymization, such as names, account numbers, birthdates, and other personal identifiers, can be redacted or hashed automatically before the data moves into downstream systems.
If embeddings are generated at all, they remain locked inside customer-specific environments. Attackers cannot probe the model to discover whether an individual’s data was used.
Document AI systems tend to include full tracking of who accessed a document, when, and for what purpose. This satisfies regulators’ expectations for accountability and helps organizations demonstrate compliance.
Even with a safer toolset, responsible implementation matters. Organizations adopting Document AI should embrace several practical safeguards:
As generative AI reshapes work, it’s tempting to try to solve every problem with the same model. But the legal landscape is making one thing clear: when dealing with sensitive or copyrighted documents, a different kind of intelligence is needed.
Purpose-built Document AI avoids the pitfalls of general-purpose models by design. It processes documents without absorbing them. It extracts information without learning more than it needs. It keeps data isolated rather than blending it into global models. And it equips organizations with the guardrails required to meet evolving copyright and privacy standards.
In a world where the rules of AI are still taking shape, organizations cannot afford guesswork. They need tools designed for compliance, not just performance. They need systems that treat documents with the care the law requires and the caution reality demands.
By combining rights-safe training, privacy-by-design features, controlled embeddings, and robust security frameworks, such systems significantly reduce the exposure to both copyright infringement and data-privacy violations while retaining operational efficiency.
Andrew Pery is an AI Ethics Evangelist at global intelligent automation company ABBYY and is a certified Data Privacy Professional and a certified AI Auditor. Andrew has more than 25 years of experience spearheading tech management programs for leading global technology companies. His expertise is in intelligent automation with particular expertise in AI governance, data privacy and AI ethics. He holds a Master of Laws degree with Distinction from Northwestern University Pritzker School of Law and is a member of the American Bar Association and the International Association of Privacy Professionals.
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The post Protecting Your Company Against Copyright and Privacy Risk in the Era of Large Language Models first appeared on Techronicler.
]]>The post In Conversation with Frank Sommers first appeared on Techronicler.
]]>Vice President, Technology Leasing, First Financial Equipment Leasing
Frank Sommers, Vice President, Technology Leasing, at First Financial Equipment Leasing, brings 30 years of experience in the IT leasing industry, advising global enterprise organizations on how to modernize their infrastructure while preserving capital and accelerating technology adoption. A former collegiate soccer player at Cal Poly San Luis Obispo, Frank brings a strong sense of competitiveness and teamwork to every client relationship.
As AI adoption moves quickly across industries, large enterprises are facing significant financial hurdles, with full-scale AI data center investments ranging from $150 to $500 million. Frank joins us today to explain how organizations can overcome these barriers. He discusses how IT leasing acts as a “budget multiplier,” allowing companies to bypass the massive upfront costs of high-performance compute infrastructure and avoid the trap of rapidly depreciating technology.
Techronicler: AI adoption is moving quickly across industries. What challenges are large enterprises facing as they try to modernize their technology stack?
Frank Sommers:
Large enterprises face several significant challenges when modernizing for AI. First, the core infrastructure is expensive and highly concentrated, particularly GPUs which are essential for processing AI workloads. For a full-scale AI deployment, organizations may need to invest hundreds of thousands to millions per GPU cluster, resulting in total data center investments ranging from $150 to $500 million.
The financial hurdle is especially steep for mid-tier enterprises. Many lack the balance sheet strength to secure traditional credit for these large expenditures. As a result, they often turn to private equity or high-interest lenders, or in some cases are forced to pay cash up front. Even when organizations can afford these purchases, many IT leaders are frustrated in trying to keep pace with AI evolution as the technology can become obsolete before it’s fully deployed.
Techronicler: How does leasing help organizations adopt AI faster than traditional purchasing?
Frank Sommers:
Leasing offers two major advantages that can ease and accelerate AI adoption:
Minimizing upfront costs: Traditional purchasing requires a large cash outlay, which often forces organizations to scale back roll outs even when they need more capacity. Leasing eliminates this barrier by converting a massive one-time upfront expense into manageable monthly payments, freeing up budget for additional needs. For example, instead of spending $50 million upfront, a company could lease the same equipment for a predictable monthly expense, enabling more projects to move forward simultaneously.
Enhancing flexibility and reducing financial risk: When organizations purchase technology, it goes on their balance sheet and depreciates over a set period. If the business needs to change or upgrade the technology before full depreciation, it can result in significant book losses. Alternatively, leasing categorizes the equipment as an operating expense, keeping it off the balance sheet and allowing companies to get in and out of technology quickly without the burden of depreciation or potential financial loss.
Ability to bundle software, security and maintenance: Leasing allows organizations to address AI requirements that go beyond infrastructure – by bunding associated software, maintenance, and security costs into a single package.
Based on these advantages, leasing allows organizations to adopt AI faster by lowering financial barriers, maintaining flexibility, and mitigating risks associated with asset ownership.
Techronicler: What kinds of AI‑related technologies are organizations leasing right now?
Frank Sommers:
The largest category we’re seeing is high-performance compute infrastructure, particularly GPU-based servers designed to handle AI and machine learning workloads. Unlike traditional CPU-based servers, GPUs are optimized for the intense processing demands of AI model training and inference.
Beyond compute, organizations are leasing the full AI technology stack, including: Networking equipment to support high-speed data transfer; enterprise storage systems, often integrated directly into the server environment; data center infrastructure, including fully configured “rack and roll” solutions; security components such as firewalls; and AI-specific and enterprise software that runs on top of the hardware.
Techronicler: Many executives worry about the pace of technology obsolescence. How does leasing address that concern?
Frank Sommers:
Leasing gives organizations flexibility and helps them stay proactive in managing technology lifecycles. Instead of committing to five years of ownership, a three- or four-year lease encourages regular review of what’s in use. At the end of the term, companies can decide to extend the lease, buy out the equipment, or return it and upgrade to newer technology.
This approach prevents the “set it and forget it” mindset that often happens with technology ownership, where equipment ages silently until a critical failure or performance gap forces costly, reactive decisions. In the AI and data center space, this can easily triple costs. Leasing ensures companies remain agile, continuously optimizing their infrastructure and aligning with the latest technology advancements without over-investing or falling behind.
Techronicler: Security and compliance are top-of-mind with any technology deployment. How does a leasing approach support these areas?
Frank Sommers:
Leasing allows organizations to bundle all associated software, maintenance, and security costs into a single package. This includes embedded software, add-on applications, and ongoing maintenance contracts.
Hardware and infrastructure is treated with a residual value, typically 10–15% below its purchase cost, spread over the lease term.
All “soft costs” such as software licenses, maintenance and other services are included in the lease payments and automatically expire at the end of the term, since software licenses can’t be resold.
Clients only assume responsibility for the hardware at lease end, simplifying compliance and ensuring that security-related updates, patches and licenses remain current throughout the lease.
By bundling hardware and software this way, IT leaders can reduce administrative overhead, ensure compliance with licensing requirements, and keeps security measures up to date – side stepping the risk of aging, insecure and unsupported systems.
Techronicler: What advice would you give to enterprise leaders planning large-scale AI adoption in 2026 and beyond?
Frank Sommers:
AI technologies are evolving rapidly, and no one can predict what the landscape will look like in three years. Leasing infrastructure allows organizations to adapt, upgrade, or pivot as business needs change. Owning large amounts of rapidly depreciating technology can leave companies stuck with outdated assets that no longer align with their strategy.
Leaders must also account for the full lifecycle cost of AI infrastructure. Equipment refresh, secure data wiping, asset disposition, and compliance requirements all carry operational and financial burdens. When organizations own the equipment outright, those responsibilities and costs fall entirely on them, and they can be significant.
The most important priority for IT leaders right now is developing a strategy that enables AI adoption with the least possible upfront cost, and which offers maximum flexibility. AI initiatives can be capital intensive, and if organizations commit the bulk of their budget to a single large purchase, they risk not having the funding for other critical projects.
Instead of paying cash and quickly exhausting a $10 or $50 million IT budget, leaders should think of IT leasing as a budget multiplier. For example, rather than spending $10 million upfront, that same capital can be allocated toward predictable monthly lease payments. By doing so, organizations can realize greater total project value while preserving liquidity and maintaining momentum across the broader IT roadmap.
“Instead of paying cash and quickly exhausting a $10 or $50 million IT budget, leaders should think of IT leasing as a budget multiplier.”
That powerful advice from Frank Sommers fundamentally shifts how we should think about enterprise AI strategy. As we discussed, the operational and financial burdens of equipment refresh, secure data wiping, and asset disposition can be significant when organizations own their equipment outright. By treating AI as an operating expense, IT leaders can maintain the flexibility to adapt and upgrade as business needs change.
A huge thank you to Frank for sharing his deep expertise in IT lifecycle management and enterprise procurement. For IT leaders planning large-scale AI adoption in 2026 and beyond, prioritizing maximum flexibility and the lowest possible upfront costs is clearly the winning playbook.
Frank Sommers brings 30 years of experience in the IT leasing industry, working closely with global enterprise organizations to help them modernize infrastructure while preserving capital and accelerating technology adoption. Known for consistently exceeding sales targets, Frank has also developed and led numerous successful vendor financing programs in partnership with major resellers, creating flexible acquisition models that support complex IT environments. His deep expertise in IT lifecycle management, financing strategies, and enterprise procurement has made him a trusted advisor across the industry. A former collegiate soccer player at Cal Poly San Luis Obispo, Frank brings the same competitiveness and teamwork to every client relationship.
The post In Conversation with Frank Sommers first appeared on Techronicler.
]]>The post Women’s History Month – In Conversation with BRENDA CHRISTENSEN first appeared on Techronicler.
]]>A Techronicler interview with Brenda Christensen
In today’s edition of the Women’s History Month interview series on Techronicler, we are speaking with a true pioneer whose career stretches across four decades of technological evolution.
Our guest is Brenda Christensen, the CEO of Stellar PR and a distinguished Inc. 500 and Fast 500 founder. Brenda began her career in tech 40 years ago as a daily newspaper reporter in Detroit before launching the first AI robotic programming language for General Motors at just 23 years old. She then transitioned into public relations with a mission to bridge the gap between complex technology companies and the journalists covering them.
Throughout her career, Brenda has consistently championed user-centered innovation—most notably pushing engineering teams in the late 80s and early 90s to implement the “vibrate” mode on cell phones, a feature that fundamentally transformed mobile etiquette. Today, she continues to advise F50 companies and unicorn startups, focusing on technologies that drive social good.
Techronicler: Great to have you here, Brenda! Well, everyone has an origin story! What was the first piece of technology you ever broke, built, or fell in love with?
Brenda Christensen:
I fell in love with a robot! When I started out in tech 40 years ago, I was practically the only female in the industry and faced many challenges,not least of which was extreme bias. I was 23 years old when I launched the first AI robotic programming language for General Motors, handling a press conference with major press in attendance from the New York Times and other prominent journalists. I was successful because my mission then as it remains now is the same: lead with purpose and integrity for the good of others. Much later, I was coordinating a press conference for an audience of 500+ journalists at the world’s biggest tech event. We had booked a large conference room and at the last minute were informed we’d be relegated to a tent out in the parking lot due to a booking error. We had an entire slide deck and demo presentation prepared that required a dark room. This wouldn’t be happening since the white tent was in broad daylight. We had to wing it with no tech demo and no slides. We were successful. Lesson learned was no matter how much you prepare, expect the unexpected. And lead with heart.
Techronicler: A lot of careers look like straight lines on LinkedIn. How was yours different? Was there a pivotal moment or ‘happy accident’ that actually steered you toward your current role or niche?
Brenda Christensen:
I grew up in a tough town, Detroit. It took a lot of grit and determination not to be pigeonholed into any one clique or group in high school. You may be familiar with it if you have ever watched, “Freaks & Geeks” television series written by my high school pal, director Paul Feig (also “Bridesmaids”) who based the entire series on our high school years. I defied stereotypes in a situation that was based entirely on group hierarchy. No small feat. I just never gave up. If one strategy didn’t work, I tried another. I think the key here is your motivation and goals. What really matters to you? If it’s money, you’ll find that is arbitrary and fleeting. My motivation was always serving others with sincerity and honesty. Being a woman, it was especially difficult in the beginning as mindsets were still limited toward what women could achieve in business. I simply ignored them. I drove out to California on my own, not knowing anyone there, and all I had was an inflatable pool float to sleep on and an alarm clock. I had no money for food but bought brownie mix and ate a tray of brownies for a week until my first paycheck. I just refused to fail.
Techronicler: What is the one problem or project that is taking up 80% of your brain space this month?
Brenda Christensen:
When I was a young professional, I couldn’t even get a credit card because I was a woman. The only thing that changed that was women of influence demanding change. Women in power need to take bold action and disrupt the structure. I did everything I could to obtain power. Once I did, I grabbed it with both hands and hired with diversity in mind, promoting an LGBTQ individual and women of color at an Inc. 500 company decades ago. I’m proud to say one of them now is a top executive at a major children’s cable network and is shaping our very youth culture today. The movement should always be progress for humanity. Leveraging and promoting ideas and technology to make this world a better place for all of us. I believe the next movement is for neurodiversity and that is my focus now. Putting into place those technologies that will democratize and level the playing field for everyone. I’m proud to say that many of our technology clients are doing this very thing with their vision for providing tools and solutions that enable collaboration, communication, fair hiring, and secure and safe environments. All while promoting and encouraging diversity in their ranks. We have a very high bar here at Stellar Public Relations and will only work with socially conscious companies that are true visionaries. It is an absolute honor to serve them in their mission.
Techronicler: Many women still find themselves as the ‘Only’ (only woman, only WOC) in the room. When that happens now, how do you use that visibility to your advantage rather than letting it be a weight?
Brenda Christensen:
I was quite shy in high school and was shocked with disbelief when my yearbook adviser tapped me to be editor — the first female to take this position in the high school’s history. At first, I was overwhelmed with the awesome responsibility of managing a team of 20 to produce a product that would be a source of memories for hundreds their entire lifetime. I worked day and night before and after school, determined to honor the trust bestowed upon me. As a result, we produced a national award-winning yearbook that today is a historical record of one of the top directors in Hollywood, Paul Feig, who is a champion for women in film. This experience taught me that you are capable of much, much more than you expect. Never underestimate yourself or others. The possibilities for positive impact are all around you.
Techronicler: Are women in leadership still penalized for being too direct or ‘sharp-elbowed’? Have you ever had to consciously unlearn the habit of being ‘too nice’ or ‘accommodating’ to get a project across the line?
Brenda Christensen:
Yes, women are still sometimes penalized for being direct—labeled “difficult” where men are seen as “decisive.” My north star has always been my journalism background as a daily newspaper reporter. That role prepared me to become a tech Inc. 500 founder: There was little room for error, the front page didn’t wait for anyone, and you had to fill it with compelling, no-fluff stories that informed and educated for the public good. It taught me to act decisively in the moment, without over-accommodating.I started my career in journalism and was truly perplexed at the lack of professionalism in the public relations field. I jumped careers to provide a better “bridge” between companies and reporters. Out of a true love for my profession, I entered what felt like an entirely awful field to improve it for reporters everywhere. Early on, I had to unlearn any tendency to be “too nice”—journalism demands clarity and firmness under deadline pressure, and I carried that into leadership. Softening edges delayed results; directness (delivered with kindness) built trust faster.I’ve built a successful boutique PR agency on that foundation, focusing on B2B and B2C technology with a back story of real social good. We’ve been in business for 25 years, with this past year our highest grossing billable revenue to date—all from carefully vetted referrals. I’m humbled that through hard work and putting clients first, Stellar Public Relations is recognized as one of the top in our field, representing more than 30 combined years of launching and guiding F50 to unicorn startups like Tinder, Apple, McAfee, NEC, and others.
Techronicler: Tell us about a time you had to make a deeply unpopular technical decision (e.g., killing a feature, swapping a tech stack) that turned out to be the right call. How did you handle the pushback?
Brenda Christensen:
When I was working with NEC on early cell phones in the late ’80s/early ’90s, the devices had no vibrate mode—they just rang loudly. I bought one for my boyfriend (a film director), and he had to silence it completely during shoots, which was disruptive. I saw the clear need for discreet alerts in places like movie theaters, doctors’ offices, libraries, and meetings.I pushed the engineering team hard to add vibration—despite initial resistance. They viewed it as unnecessary complexity (added cost, battery drain, hardware tweaks), and it was unpopular internally. I handled the pushback by providing real-world use cases, persistent examples from everyday scenarios, and emphasizing user experience/market potential. I didn’t back down; I kept advocating until they agreed to implement it.That decision proved right—vibrate mode became a standard feature that transformed mobile etiquette and accessibility. It showed me the value of championing user-centered innovation even when it’s met with skepticism from technical teams.
Techronicler: If you were given $10M to start a company today in a niche outside of your current field, what problem would you solve?
Brenda Christensen:
I’d build technology that unlocks neurodiversity in the workplace—tools for better focus, communication, sensory accommodation, and inclusive collaboration. There’s so much untapped talent waiting to thrive once barriers are removed.
Techronicler: From your seat, how do you see the rise of AI tools changing the trajectory for women entering engineering today?
Brenda Christensen:
Agentic AI is a massive accelerator—many women already lead in AI because of strong data-science foundations (the core of ML). These tools automate rote tasks, letting engineers focus on creative, high-level problem-solving. At the same time, emotional intelligence and human judgment will become even more valuable as agents handle execution. Women often excel here, so I see the rise of AI creating more pathways and leadership opportunities for women in engineering, not fewer.
Techronicler: What is the single best piece of advice you’ve ever received about negotiating—whether for salary, headcount, or project timelines?
Brenda Christensen:
I’m inspired by others. I’m driven to combat the prejudice that most women still face today. That because we are a certain gender that there are pre-determined outcomes. Know your worth and never apologize for asking boldly. I’ve faced disbelief my whole career—driving cross-country alone, barely qualifying for a home loan, neighbors assuming I was the gardener. Those moments taught me: Prejudice exists, but confidence and preparation overcome it. The best “advice” came from living it—channel icons like Muhammad Ali (whom I once represented), who showed unbreakable self-belief against impossible odds. Negotiate from that place: facts + conviction + readiness to walk away.
Techronicler: What is the one book every woman in tech should read this year?
Brenda Christensen:
Carl Jung’s Man and His Symbols. It decodes the unconscious—understanding hidden motivations, symbols, and human behavior is the real key to influence, relationships, and climbing ladders successfully. (I don’t recommend Lean In—corporations should hire and promote women because diverse leadership drives profitability, not because women need to “lean” harder.)
Techronicler: What is a piece of ‘common wisdom’ in the tech industry that you completely disagree with?
Brenda Christensen:
That technology will make us smarter. Tech is a powerful tool, but it can’t replicate the human brain’s depth, creativity, or intuition. The brain remains science’s last true frontier—AI augments, it doesn’t replace.
Techronicler: If you could change one thing about how we interview and hire in tech to make the process more equitable, what would it be?
Brenda Christensen:
Hire people based on their passion and enthusiasm to learn and grow. My goal was never to create a “million dollar” business, and I think most “millionaires” will tell you that their objective was never to accumulate wealth. My goal was to be independent and self-supporting while delivering the best public relations strategies and results to our clients to change the world. Being a technology pioneer and creating some of the most important tools that still impact us today — such as silent vibrating cell phones and automated marketing — resulted in my building an Inc. 500 company and one that is attributed to electing a US President. It’s important to remember that your struggles are unimportant — we all have them and someone is most likely silently struggling more than you. My mindset has always been to step outside of myself and ask how I can do better, help others and make everyone’s road a bit smoother.
Techronicler: The ‘broken rung’ (the first step up to manager) is a bigger obstacle than the glass ceiling. How are you personally helping junior women make that specific leap from individual contributor to lead?
Brenda Christensen:
I mentor by example and direct action: Speak up when something’s wrong, take bold risks, and confront barriers head-on—no matter the cost. I’ve quit toxic jobs on principle (once after challenging racist remarks), called out workplace harassment until abusers were removed, and built teams with diversity at every level decades ago. I tell junior women: Don’t fear conflict—use it to grow. Seek allies, build supportive networks, and remember that standing on the right side of history eventually wins. I’ve seen it work: One person I promoted early is now a top executive shaping culture at a major network. Progress compounds when we lift each other fearlessly.
If you see something that’s wrong, speak up. Take bold action. Things won’t change unless you do. I stand on the shoulders of women before me who took great, great risks and to honor them I did so and continue to do so, as well, no matter the consequences. I challenged an employer who I caught making racist statements. I quit before I was fired, having no other job. I ended up working for the #1 PR firm as a result. Things always work out. Have no fear.
Resistance to challenges can be a career killer. Challenge ideas. Present alternatives and dig deeper. For every time I’ve been told something couldn’t be done, they were proved wrong. Don’t shy away from conflict. Turn it around as a positive growing experience for everyone.
I have been broke three times in my life. Never once did I let it color my opinion of myself or my capabilities. I just figured that the world had not yet caught up yet to new ways of thinking and would eventually evolve. We have seen much progress in the current economic structure that inherently disables women and people of color, and we have so much more work to do.
There are hidden agendas and motives everywhere. If everyone was transparent, trustworthy and honest, it’d be a perfect business world. It is not. At the risk of sounding cynical, you have to remember that if your North Star is serving others, there will be people who are disingenuous and will do their best to stop you. Don’t be afraid to call them out and confront them. Sunshine is the best disinfectant. Once, there was a very abusive man in my workplace who was harassing women. I screamed bloody murder to his supervisors until he was removed. There is no room for those who stand in the way of progress.
At times, it can feel overwhelming facing obstacles, especially those that are part of our archaic culture and economic structure. I never let anyone discourage me when I know I am on the right side of history and on solid ground. Seek out others like yourself who share your mission and shore each other up. There is not only strength in numbers but also positivity.
“The movement should always be progress for humanity.”
That statement from Brenda Christensen is the throughline of a remarkable career. Her journey is a testament to the power of grit and an unwavering commitment to serving others.
Her advice to negotiate based on “facts + conviction + readiness to walk away,” and her insistence that leaders must have the courage to call out toxic behavior, are lessons that transcend any single industry.
As we look toward the future, Brenda’s focus on using technology—including Agentic AI—to unlock neurodiversity and create more inclusive workplaces reminds us that innovation is only as valuable as the people it empowers.
Brenda Christensen, CEO of Stellar PR, holds the distinguished titles of Inc. 500, Fast 500 and Entrepreneur of the Year company executive. In 2025 she was named “CEO of the Year,” “Top PR CEO” and in 2024, “Top 50 Women in Startups & Tech.” With global recognition for her exceptional skills in strategic corporate leadership, public relations, investor relations, branding and funding, her leadership has catalyzed significant growth, markedly enhancing value by millions of dollars. She advises private boards in North America, leveraging her vast experience as a corporate officer in a multinational technology company. Frequently quoted in Fortune, Yahoo Finance and Forbes, her strategic insights continue to influence the tech and PR landscapes significantly.
The post Women’s History Month – In Conversation with BRENDA CHRISTENSEN first appeared on Techronicler.
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