Taste Is Inarticulation With Good PR
Many people are betting taste is the human moat against AI. But taste is just inarticulation with good PR. If you can't define your quality bar, you can't hire for it, develop toward it, or scale it.
Nathan Broslawsky
Product & Technology Leader // Leadership & Organizational Development // Fractional CPTO
Latest posts
Your AI Rollout Has a DevOps Problem
It's always been useful to understand how work flows: handoffs, constraints, dependencies. When execution was slow, you had time to respond. At the speed of AI, that lag is gone. If you haven't built infrastructure to keep the system healthy, you'll find out what's wrong when customers do.
Before You Build That Admin Tool
Self-service tools aren't speed solutions, they're infrastructure investments that shift costs rather than eliminate them. They require stable requirements, sustained high volume, organizational maturity, and acceptance of ongoing support burden.
Work the Problem, Not the Ticket
Requests don't exist in isolation. They have upstream causes and downstream effects. They affect multiple stakeholders in ways that aren't always obvious from the description. And they often represent symptoms of larger problems. If your team is working tickets, you're solving the wrong problem.
Stop Chasing Updates
Stop chasing updates. Start building systems that bring information to you.
The Hidden Operating System Running Your Organization
Career ladders aren’t just HR checklists — they’re the hidden systems shaping who grows, leads, and stays in your company. When these frameworks are vague or broken, chaos follows. Here’s why getting them right is essential for influence, equity, and organizational health.
Stop Trying To Protect Your Tech Debt Time
The moment you stop thinking about technical investment as something separate from business investment is the moment you start making much better decisions about both.
"But Did You Ask?"
In nearly every organization, predictions about how others will respond to our ideas have become a form of corporate fortune-telling. We devote hours to anticipating objections, preparing counterarguments, and even shelving initiatives based on assumptions about what someone else might think.
Identity Careers Are Over. Polymer Professions are in.
The polymer professional — adaptable, integrative, and perpetually evolving — represents not just a new approach to career development, but a fundamental rethinking of the professional identity itself.
How to Build a Mentorship Culture (Not Just Another Program)
Every company should be looking for ways to grow and nurture their people. However, when companies introduce “mentorship,” it usually takes the form of an internal matching service. But, a mentorship program is different from a mentorship culture, and the latter is where the real impact can happen.
Fair by Design: Securing Equitable Talent Practices
There is a lot that you can do to ensure that you are bringing fairness and objectivity to the way you are leading and managing your organization. Hiring, performance management, and promotions are three main areas to start.
Walking the Line: Strategic Leadership When Values Are Tested
As leaders, we're told that transparency with our teams builds trust and that our values should guide our actions. However, organizational reality often puts these principles in tension, if not conflict.
Leaders, Taking Care of Yourself IS Your Job
As leaders, it’s easy to fall into the trap of believing that we must always be “on” — constantly driving forward, putting out fires, and supporting our teams. But one of the most important skills for any manager or leader is knowing when it’s time to step back and prioritize our own well-being.
Curiosity-Driven Leadership
If there's a single piece of advice I would give to anyone starting out on their leadership journey, it's this: become unabashedly curious. This single trait, if genuinely approached, will have a profound and emergent effect over the course of one's career.
When Designing a System, Think Evolutionarily
Realistically speaking, most systems we design and operate are more accountable to Darwin than they are to Newton. But we don't always think to build them that way. Recently, I had an opportunity to write an article for Built In to explore this very topic.