The Prompt Isn’t the Research. It Never Was.
April 8, 2026
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There’s a particular kind of organizational vertigo that happens when a new technology mandate lands before anyone has figured out what it actually means in
One of the best managers I have ever had the pleasure to work with. She is an excellent listener, a straight shooter, and a strategic thinker with an eye for creating and operationalizing great process.
I always felt heard, respected, and protected from any politics. She brings the team together and holds them accountable, all with a sense of humor that's hard to find. Any place that snatches Amber up is lucky to have her.
Amber either knows it, or she can quickly figure it out. In the end, she's about results.
"Give me a stack of post-its and a handful of sharpies, and I can change hearts and minds."
There’s a particular kind of organizational vertigo that happens when a new technology mandate lands before anyone has figured out what it actually means in
If you’re treating your team like Jira tickets with legs, you’re doing leadership wrong. This article (with a little help from Terry Pratchett, Mike Monteiro, Amy Santee, and Vivianne Castillo) is your loud, loving reminder: people aren’t things—and if you forget that, you’re the problem.
Why do so many folks love to hate on Design Thinking? I really don’t get it. It’s a great way to knock off the cobwebs when dealing with gnarly problems.