You walk into an organization, and the same conversation happens in every boardroom and Slack/Teams channel: engineering is accelerating with AI. Product teams are shipping faster. DevOps is automating at scale. Data teams are building agentic systems.

But then you step into finance, HR, customer support, marketing, operations.

The silence is deafening.

This is the gap nobody talks about. And I see it everywhere—in the organizations I consult with, and honestly, within twoday as well.

Who Is "Us"?

Let's be direct: most companies don't have the privilege of most tech companies. We're engineering-heavy. We naturally gravitate toward AI adoption. We live in code, in systems thinking, in optimization loops. But most organizations? They're built differently.

Their value creation lives in HR onboarding people and managing culture. In finance processing transactions, planning scenarios, optimizing cash flow. In customer support resolving problems at scale. In marketing understanding audiences and crafting narratives. In operations keeping the trains running.

These roles aren't niche. They're the majority of human work in most companies.

If you look at what Anthropic's research actually showed us back in March—where the biggest opportunities for leverage sit—it's not in the engineering backlog. It's in these functions. Admin work. Office work. Support systems. The roles that handle the operational reality of keeping an organization human and connected.

Yet the conversation remains dominated by one perspective: the engineer's perspective.

The Danger of Silence

Here's what I hear when I talk to leaders in these organizations: How do we get our HR team using AI? What's the right use case for finance? Where should customer support start?

And here's what I hear back, too often: silence. Because nobody's talking about it. Few are teaching it. Nobody's building a framework for how these functions learn and how we would and should accelerate them.

Worse: I hear about organizations measuring AI adoption without providing any support. We will track how much AI your team uses. No training. No guidance. No room to experiment safely. No leadership saying, Here's why this matters, and here's how I'll help you get there.

That's a path to failure. To resentment. To teams feeling abandoned in the middle of a transformation they didn't ask for.

And then there's the internal irony: I hear the same questions from within my organization as well, from HR, from sales, from people leaders. "How do I use AI in my day-to-day work?" "I only hear about engineering", "I don't know where to start".

We built products, solutions and platforms. We're the experts. But we are not unique, we are also asking the same questions.

The Real Shift

This isn't about everyone becoming engineers. This is about everyone becoming intentional about how they work.

Here's what I do, every single day, in roles that have nothing to do with writing code:

Sitting with a customer. I open my notes app, or Word, or Loop or a Copilot chat. While they're talking about their pain, I'm taking note of what I'm hearing and my thoughts on what their problems are. Then—still in the meeting—I ask Cowork to suggest a path forward based on our offerings, our solutions, given their specific problem. Instant feedback and pre-sales input, validation and booking of next set of meetings. I see the gaps in my own thinking. The customer sees we're listening, thinking, not just presenting. We iterate together in real time.

Why does this matter? Because I'm not letting AI do the thinking. I'm listening, analyzing, forming hypotheses. AI helps me surface options and pressure-test my own analysis. I'm faster. I'm better. I'm more confident in the meeting because I've already explored five different angles in parallel.

Running strategic analysis. A client shares their challenges with me. Their documentation is scattered and incomplete. Their thinking has blind spots. I upload their materials into Cowork, run detailed service blueprints and journey maps analysis, surface gaps they haven't seen, run tool comparisons, flag the unknowns in their strategy. The deliverable isn't what AI generated. It's a synthesis of their reality, my strategic frameworks, my experience, and AI's ability to rapidly explore patterns and connections.

Why does this matter? Because I bring the strategy, the planning logic, the analytical discipline. AI brings the speed and the ability to hold complexity. Together, we get to better answers faster.

Scheduling without context loss. I'm deep in a client conversation. I need to set up follow-ups—internal meetings, external calls, calendar holds. I do this in Copilot Chat windows without leaving the conversation and context I am in. I don't lose my train of thought. I don't scramble for my calendar later and lose the context. The continuity is preserved.

Why does this matter? Because the work doesn't stop when you context-switch. AI here isn't replacing a calendar assistant. It's preserving the cognitive continuity that makes strategic work possible.

Drafting communication and strategy artifacts. Client faces a challenge of communicating changes in the organization. I draft several approaches—how to communicate this internally, how to sequence the change, what the risks are. I create artifacts they can use, adapt, share with their team. I'm not telling them what to do. I'm giving them reviewed communication artifacts they can own and scale in their org. Not delegating work and adding load to their organization, but helping my clients' communication department be more successful and providing a starting point.

Why does this matter? Because the value isn't in the artifact. It's in the analysis of the organization's workload, need and platforms on how they can scale knowledge. It is not AI alone — it is the considerations behind and insights that make sure the artifact is worth their time.

What's Actually Happening Here

None of this is AI doing my job. I'm bringing strategy. I'm bringing planning discipline. I'm bringing the ability to listen and form hypotheses. I'm bringing my knowledge of what matters and what doesn't. I'm bringing the judgment to know when an option is good and when it's half-baked.

AI is amplifying that. It's helping me analyze faster, see more angles, draft more options, surface patterns, pressure-test my thinking. It's a thinking partner, not a replacement for thinking.

This is what's available to HR. To finance. To customer support. To operations. To marketing. To anyone who brings expertise and judgment to their work. But they need to be taught this. They need to see it modeled. They need leaders saying, This is how we work now, and here's how I'll help you get there.

The Invitation

I see this gap externally—in every organization I work with and work in. In functions beyond engineering they are asking the same questions, facing the same silence.

We can't solve this alone. I can't consult my way out of it, and I can't tell my partners what the answer is, because the answer lives in your context, your work, your role, your problems. You know know the answers to this.

What I need from you: Your examples. Your stories. The small wins. The blockers you hit. The moments where you figured something out and thought, "this changes how I work". The moments where you got stuck and thought, I wish I knew where to start.

Because here's the truth: when you lift yourself up, when you find what works in your role, you're not just improving your own work. You're giving me and others better patterns, and insights to share. You're helping me understand the real landscape beyond my own core discipline. You're making it possible for me and everyone around you to do their job better.

When we do that together—when we're all learning, all experimenting, all sharing what works—we're positioning ourselves toward excellence. Not in spite of our diversity of roles, but because of it.

I am in a rare organization. We have engineers building the tools and support functions learning to wield them. We can model what this should look like. But only if we talk about it. Only if we help each other.

So: what's working for you? Where are you stuck? What would help? I'm listening.