The incorporation of AI requires responsibility, not merely advancement.

      Artificial intelligence has woven itself into the fabric of contemporary life, influencing decisions in subtle ways. Amy Trahey, the founder of Great Lakes Engineering Group, argues that this integration is what gives AI its strength but also poses significant risks. From her engineering vantage point, she views AI as a direct factor in outcomes related to public safety, funding, and long-lasting trust.

      Trahey's familiarity with AI began outside of formal systems; it emerged through her everyday experiences with technology, from predictive recommendations to voice-activated tools that seem to respond instinctively, leading to a sudden realization.

      She remarks, “I recognized how AI is incorporated into everything. Whether I’m using streaming services, speaking on the phone, or suddenly encountering ads about subjects I just discussed, it’s already part of our lives and evolving faster than we can keep pace with.” In her opinion, this rapid advancement creates a gap in leadership. As organizations adopt AI extensively, Trahey believes many leaders underestimate the speed at which their teams are depending on it.

      Trahey references studies indicating that nearly 75% of companies are now utilizing AI in some form, which she interprets as evidence that passive oversight is no longer sufficient. “You must acknowledge that your team will use it. It’s no longer a question. Given that, you have a duty to understand it and ensure it’s used appropriately,” she explains.

      For her, education was the first step toward fulfilling that responsibility. She enrolled in a five-week intensive course focused on AI prompting, approaching it with the same rigor she applies to her engineering work. What she discovered reshaped her viewpoint. “It is indeed transformative technology. This is on par with the World Wide Web, yet it is evolving even more rapidly,” Trahey observes. “It holds immense potential for positive change but can also be misused. It ultimately hinges on intent and whether actions are taken with integrity.”

      At Great Lakes Engineering Group, Trahey believes it is crucial to establish a balance to ensure that efficiency improvements are tangible. She emphasizes using AI to convert complex engineering briefs and updates into clear communications for clients, generating structured meeting documentation in minutes rather than hours. According to her, the true value lies in enhancing human ability, not in replacing it.

      Nonetheless, oversight is a core component of her practice. She asserts that no AI-generated output should advance without human evaluation, especially in high-risk situations. In her role, which centers on supervising bridge and transportation infrastructure projects, due diligence is particularly important.

      “It serves as an assistant to me, and sometimes as an advisor,” Trahey explains. “But everything ultimately comes back to me. I review it before it goes anywhere. It’s known for producing inaccuracies, and it may try to please by providing what it believes you want to hear. This is where human accountability is crucial. You cannot relinquish control.”

      This sense of responsibility extends to organizational culture as well, as Trahey quickly recognized that incorporating AI within her team demanded structure rather than confinement. Observing younger engineers already blending these tools into their processes motivated her to formalize guidelines. “We work on bridge design. We’re addressing technically intricate and safety-related matters,” she states. “If individuals are utilizing AI, I need to comprehend it so I can formulate policies regarding what is acceptable and what isn’t. That’s part of leadership. You don’t ignore it. You clarify its application.”

      Her framework delineates a distinct boundary between ethical efficiency and misuse. Automating administrative tasks or organizing large datasets constitutes what she considers appropriate use. In her view, misrepresenting AI-generated content or abusing time savings for financial gain indicates a failure in professional integrity. She directly addresses that risk.

      “There are individuals who will utilize it and then bill five hours for something that took five minutes. That’s not innovation; that’s a lack of integrity. When taxpayer money or public safety is at stake, that matters.”

      Her worries also encompass broader societal effects. Trahey believes that the accessibility of AI brings forth new risks that require coordinated oversight. “When something this powerful is available to everyone worldwide, there needs to be some legislative involvement. We need guidelines and accountability. This isn’t just for the technically adept anymore; this is for everyone,” she states.

      Personal experience has added another dimension to her viewpoint. Observing her son Quinn, who has autism, interact with AI has underscored its potential and complexity. She acknowledges its value in facilitating communication, particularly for those who find it challenging to express themselves. Yet, she remains vigilant about how that interaction is framed. “He views it as a conversational partner, and there’s a benefit to that,” she remarks. “But it’s my responsibility to help him understand what it is and what it isn’t. It’s a tool, not a person. That distinction is important.”

      Trahey’s approach to AI embodies a consistent principle. Innovation should be pursued with purpose, supported by education, and governed by clear standards. She believes that organizations that engage thoughtfully