The Algorithm

Most AI projects fail not because the models are wrong, but because the problem was never defined correctly. Problem framing and measurement are the unglamorous foundations that separate projects that deliver value from projects that deliver dashboards.

Most decision failures aren't failures of information. They're failures of structure. Here's the framework that separates people who decide well from people who just decide.

Two structures underlie nearly every system worth understanding. Hierarchies impose order through layers and abstraction. Graphs reveal complexity through connection. Learning to see with both changes how you think about everything.

Automation's next chapter isn't about speed. It's about building systems that handle ambiguity and execute with precision at the same time — and understanding which kind of agent does which.

Recommender systems have quietly shaped how billions of people discover content, products, and ideas. Generative AI is now rewriting what these systems can do — and the implications go deeper than better suggestions.

Most organizations have more customer data than they know what to do with. The problem is not data volume — it is the absence of a coherent intelligence architecture that connects what customers do to what the business should do next.

Most data science work never reaches production. The gap between insight and action is not a technical problem — it's a design problem, a communication problem, and sometimes a courage problem.

Most AI conversations oscillate between utopia and catastrophe. The more useful question is simpler and older — what are humans actually good at, and what are machines good at?