Data & AI Strategy

Anthony Meyers

AI strategy and analytics leader focused on translating complex data, technology, and operating-model challenges into practical business value.

I write about AI adoption, analytics operating models, data platforms, insurance and risk, and building capabilities that improve real decisions.

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Anthony Meyers

Areas of focus

Latest writing

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  1. September 3, 2026

    "I Didn't Know" Isn't an Answer Anymore

    A director signs off on a project plan that ignores a tool the company already licenses. A manager tells her team no one internally has done this kind of analysis before, when someone two floors down did it eighteen months ago. An employee waits three weeks for a decision that a five-minute search could have made for himself. None of them lied. They just didn't know. For most of history, that was a complete defense. It isn't anymore, and most people haven't updated their behavior to reflect it.

  2. August 18, 2026

    The Door is Already Open

    It's 2 a.m. and you're looking at your phone in the dark, at a note titled 'the idea.' You started it two years ago. You've opened it four or five times since, added a line, closed it again. It's the problem you understand better than anyone who's ever tried to solve it, because you've actually lived inside it. If some version of guilt just showed up reading that, the two years, the four or five half-starts, I understand it. Most people carry a version of that note and feel a little bad about it. But guilt isn't the point of this. The door in front of that idea, the one that used to be genuinely locked, is standing open right now, and few have fully realized what that means yet.

  3. August 5, 2026

    The Forest Is Gone. Nobody Noticed the Trees Took Over.

    A team can execute flawlessly on the wrong thing, and that's the version of failure nobody prepares you for. Not missed deadlines or sloppy work, just a group of capable people, moving fast, polishing a tree that was never part of the forest anyone actually needed. This same pattern shows up in different rooms, different companies, different teams. Individuals who can't hold focus for more than a few minutes at a stretch. Leaders who can list ten priorities but couldn't rank the top three if asked. Neither one is the root cause. They're the same problem, showing up on two different levels of the org chart.