Author: Wayne Loke

AI is an extension of me in a machine.

I was three iterations deep into a comic strip, watching Gemini put a collar on a character who’d never had a collar in any version, when I realised I was looking at the same problem I’d spent five articles describing in organisations with thousands of people. Style drift. Definition of done gone soft. The same dysfunction, just compressed down to one person, one laptop, one Friday afternoon.

The difference was what happened next. I didn’t need a steering committee. I didn’t need to wait for a financial threshold to clear or a board paper to go in three weeks ahead of a meeting. I just changed the prompt and tried again.

That’s the thing about working at the scale of one. There’s nobody between me and the outcome. No middle layer, no Chinese whispers carrying my intent through three other people before it reaches the work. If the comic strip doesn’t look right, that’s mine to fix, immediately, and there’s a kind of clarity in that, a clean line from decision to consequence that almost never existed in any of the organisations I spent thirty years inside. The same problem that took Stats NZ years to half-resolve, Scrum or Kanban, which method actually fits the work, I can resolve for myself in an afternoon, because I’m the only one who has to agree with the answer.

It can be a lonely way to work, though, and I won’t pretend otherwise. So I’ve built something to sit in that gap. I’ve put an About Me file into Claude, my taste, my voice, the way I actually think, so that what comes back has a chance of sounding like me rather than like the four thousandth LinkedIn post on the same subject. I use other platforms differently, for research, for testing an idea from another angle, for seeing whether a thought holds up when something with a different bias pushes back on it. It’s a handful of different counsel rather than one tool, each one good at a different part of the job, closer to how I used to work inside an organisation than people might expect. I just don’t need an org chart to do it anymore.

The voice-to-text side of this has surprised me more than anything else.

For most of my life, I wrote the way I’d been taught to, type it, read it back, correct it, type some more. Mind maps. Handwritten notes. Bullet points I’d later try to expand into sentences. It worked, in the sense that things got written, but it never quite captured how I actually think, because how I actually think doesn’t arrive in tidy bullet points. It arrives the way I talk, in long connected runs, one idea pulling the next one behind it.

I’d tried voice-to-text before, years ago, and it never worked for someone like me. English is my third language, after Cantonese and Bahasa Malaysia, and I don’t sound British or American, and the older speech recognition tools simply couldn’t hear me properly. Wrong words, wrong spelling, wrong context, dictation that fought my accent instead of capturing it. I gave up on it more than once.

Wispr Flow is the first one that actually heard me. It captures the nuance, the pronunciation, the pace, and somewhere in using it I came across Zinsser’s Writing to Learn, which gave me the missing piece, the idea that thinking happens in the act of saying something out loud, not after it, and that stopping to fix a sentence halfway through is stopping the thought itself. Once I let that go, once I let myself talk fast when the idea was exciting and trust that it would be captured properly, the writing changed. All five articles before this one came out of that process, voice first, structure after. I don’t think I’d have written any of them the way I did, ten years ago, with the tools that existed then.

So when people ask me what I actually think AI is, after trying most of the major platforms over the past couple of years, ChatGPT, Perplexity, Gemini, Claude, Deepseek, Manus, Grok, after the courses, the prompt engineering, the experiments that went nowhere, here’s the honest answer.

It’s still a bicycle. That part hasn’t changed since I first wrote it. You learn the rules of the road, the etiquette, what it’s good for and what it isn’t, and once you know how to ride it, it gets you from one place to another faster than walking, without doing the walking for you. I’m not dependent on it. I’m faster because of it.

What’s changed is what I think the bicycle is actually carrying.

It feels less like a personal assistant now and more like an extension of my own thinking, put into a machine that can hold a version of my taste, my voice, my judgement, and reflect it back to me in different forms, depending on what I need that day. Gemini draws in something close to my comic style. Claude drafts in something close to my voice. The research tools dig into a topic the way I would, if I had the hours to do it myself. Each one is carrying a piece of how I think, and I’m the one deciding what to do with what comes back. None of them is me.

There’s a newer part to this that wasn’t here when I started the series. Some of the counsel runs on its own now, on a schedule I set once and mostly leave alone. Every week a report on my finances arrives without me asking for it, the numbers pulled together, the movements flagged, the few things I’d actually want to look at sitting near the top. Every week the same happens for the Pipitea Mews Body Corporate Committee I sit on, the updates gathered and drafted so I meet the BC Manager already knowing what has changed, instead of finding out halfway through the meeting like everyone else. I read them, I decide what matters, I act or I don’t. But the fetching and the first draft were done before I sat down, and that used to be somebody’s whole job.

That’s the part I didn’t quite see coming. At the scale of one, I’d assumed the recurring work, the weekly rhythm a team used to carry, would either land back on me or simply not get done. It turns out a good deal of it can be handed over and checked rather than done from scratch, which is closer to working with a capable team than anything I expected to find on my own. The machine doesn’t decide what the numbers mean. It doesn’t sit in the committee. It does the gathering and the first pass, the way a junior analyst would, and it leaves the judgement where it has to stay, with me.

That’s the part the bicycle metaphor still gets right, even now. The bicycle doesn’t choose the destination. I do. It just makes the distance shorter, and it means the journey doesn’t have to be lonely the way I once worried it might be in retirement, no office, no team, no water cooler. I find I’m more connected now than I was for a lot of my working life, because I can take an idea, set it down, walk away from it, come back later with something new to add, and the thinking is still there waiting, sharper than it would have been if I’d had to hold the whole thing in my head the entire time.

Looking back across everything in this series, the pattern holds at every scale I looked at it. AI won’t remove ANZ’s production bottleneck. It won’t dissolve Stats NZ’s immunity system or smooth over the gap between a steering committee report and what was actually happening on the ground. It won’t move Te Pūkenga’s funding any faster, and it can’t read a room the way thirty years of watching people abandon ship taught me to. None of that changed because the scale dropped from an organisation of thousands down to one retired man and his laptop. What changed is that at this scale, I’m the only constraint left to find, and most days, I’m also the one who gets to fix it.

I think that’s the real difference age and experience buy you. Not certainty, I don’t have much more of that than I did at thirty. But I’ve seen enough versions of the same mistake, in enough organisations, that I recognise it faster now, in myself, in a prompt that isn’t working, in a strip that needs a sixth pass before the collar disappears. AI hasn’t replaced that. If anything, it’s given me more places to practise it.

My daughter grew up mostly hearing titles. Project Manager. CIO. Senior Manager. Platform Engineering Director, toward the end, a title I’m not sure she ever fully understood, and honestly, neither did most people I worked with. None of those titles ever told her what the work actually was.

What I’d want her to know, more than any of it, is that the work was always about the people in the room, not the tool on the desk. That was true with Scrum. It was true with cloud migrations and steering committees and budgets stuck above someone’s financial delegation. It’s still true now, with AI sitting on my desk instead of a project plan. The tool changes what’s possible. It has never once changed what actually matters, which is whether you can read the people around you honestly, and whether you treat them well while you do it.

This website was never meant to be a memoir. I’d like her to read it one day, not for the organisations or the job titles, but to see how her father learned to work with what he was given, with enough discipline to keep going and enough humility to know when to change course. If she takes one thing from it, I hope it’s this: learn from the people who went before you, take their mistakes as your own lessons, and you’ll fumble less than I did.

AI makes that easier now than it’s ever been. It gives you a faster bicycle to go find out what you actually believe. It doesn’t do the believing for you.

I’m still riding mine.

For 4 years those boxes sat in the closet, the filing cabinets, the shelf in the corner, and I never once opened them. I moved to Hamilton in 2022 and the paper came with me, taped up, labelled, promising to be useful one day. Now I’m moving house again in 3 weeks, so I finally cut the tape. Most of what I found was printouts. Articles from Harvard Business Review, research notes from Gartner and Forrester, journal pieces, newsletters, things I printed off before AI, before the internet was much use, and a fair bit of it from before the internet at all. I printed them because that’s what you did. You couldn’t read a Gartner report on your phone on the train back then, so you printed it, folded it into your bag, and read it on the commute, or in a meeting where you looked busy and were, occasionally, actually learning something.

People talk about hoarding as retail therapy, and I understand the pull of it: buying things with your own hard-earned money is a small hit of happiness, and there’s nothing wrong with that. My hoarding was a different animal. Mine was knowledge. Over 30-odd years across Southern Bank, ABN AMRO, the National Bank/ANZ, Inland Revenue, Stats NZ, I gathered paper the way other people gather shoes, because in my line of work the paper was the point. It was the raw material of doing the job well. So I kept it, and kept it, and moved it from house to house, and told myself I’d use it again one day.

The maybe bucket is a trap

So I did what you’re supposed to do. Three buckets. Keep, throw, and maybe. The keep pile is easy and the throw pile is easy. The maybe pile is where good decluttering quietly goes to die.

I read something years ago about the maybe bucket that stuck with me, and it turns out to be true every single time. The maybe bucket is not a decision. It’s a holding pen for your own uncertainty. You put a thing in there because you can’t decide, and when you come back to look at it again, you are exactly as undecided as you were the first time, so it lives forever. Never filter the maybe bucket. The moment you start sorting it, picking through it a second time, you’ve handed your uncertainty a way to keep everything.

My rule is blunter than the books make it sound. Hell yes, I keep it. Hell no, it’s gone. And maybe is hell no, because the hesitation is the answer. If I have to think about it, I already know. Then I run one test on the whole lot: would I miss this a month from now, 2 months from now? These boxes have been sealed in a closet for 4 years and I haven’t missed a single page. So the answer writes itself. Would I use it again? Probably not. Would I ever find it again if I wanted it, buried in a box, filed under a system I set up a decade ago and have long forgotten? No. You never find the thing you archived by hand. And if I genuinely want the idea back, well, you’ve got AI now. You’ll remember you once read it, you’ll ask, and it will hand you a better version than the yellowing page you were clinging to.

Knowledge got cheap

Here’s the thing that landed on me somewhere in the middle of the second filing cabinet, kneeling on the floor with a bin bag. Knowledge is cheap now.

When I started out at 19, people paid for what you knew. You acquired it, you studied it, you carried it around, and that accumulation was your edge. It was why you got hired, why you got promoted, why someone senior asked for your read on a problem. I made CIO at ABN AMRO in my early thirties, and a good chunk of what got me there was simply that I’d done the reading nobody else had bothered to do. The paper in my bag was professional capital. It had a price, and I’d paid it, in commutes and late nights and subscription fees.

Now anyone can Google it. Better than that, they can ask an AI to do the deep dive and explain it back at whatever level suits them, like they’re 5 years old, or like they’re a corporate executive, or like they’re a CIO who needs it in the language of a board paper. The thing that took me years to gather, a curious teenager can now summon in a sentence, in better shape than I ever kept it. That paper mountain in my closet, the one that was capital once, is recycling now. I’m not being dramatic about it. I’m literally putting it in the recycling.

What I couldn’t throw out

And yet I kept some of it. Not much, but some.

I kept my own notes. The newsletters I wrote, the journals of my own thinking, the observations I jotted down over the years that were never online and never will be. That’s not knowledge I can Google, because nobody has published it, including me. It’s mine, and I keep it because it feeds what I write now on Strategic Kata. The rest, the borrowed knowledge, the reprints of other people’s cleverness, I let go, because the internet holds a better copy than my cabinet ever did.

My wife ran the same test faster than I did. She had the course materials from her Cafe Service Level 2 Certification and her Certificate in Dental Assisting from the New Zealand Dental Association. I asked if she wanted to keep them. She said, give me some time. Less than an hour later she came back and said, chuck it out, I’m not working anymore, and the information’s probably dated by now anyway. Then she said the thing that is the whole point of this piece, without meaning to say anything profound at all: the rest is in my head. The course materials went in the no bucket. The certificates she kept. The knowledge stayed exactly where it had always lived.

The information was the cheap part all along. What held its value was what we did with it, and what stayed in our heads after the paper was filed and forgotten. AI didn’t take that from anyone. It just made it obvious, by making the information itself free. The stuff that’s still worth something is the stuff that was never really on the page: the judgment, the pattern recognition, the scar tissue from having been in the room when it went wrong.

Books are where my rule breaks, and I’ll admit it plainly. I can’t part with physical books. I have a hardcover of Management Control Systems, 9th edition, Anthony and Govindarajan, from my MBA days. I read it front to back and went back to it for years. The information in it is dated now too, of course it is. That’s not why I keep it. I keep it for the earmarks, the notes crammed in the margins, the sticky tabs, the yellowing pages, the whole record of me arguing with the author across the page. Master that book and you know what to look at and what to consider, and the rest is delegation. What I value there isn’t the content. It’s the layer of my own thinking sitting on top of it, and you can’t print that off Gartner.

One room at a time

Then there’s the rest of it. The extra furniture nobody sits on, the kitchen appliances we bought and used twice and left to gather dust. There’s a quiet lesson in an appliance you haven’t touched in a year. I’m a minimalist by nature, and my wife is learning to be one, though it’s taken her time and a few house moves to get there.

We’ve got 3 weeks, so we’re doing one room at a time. AI handled the checklist and the paperwork, which used to eat a weekend on its own. Thinking about it, this move is the least stressful we’ve had, and the reason is simple: we’re both home full time now. The hard moves were the ones where we both worked, packing at midnight, arguing about who booked the truck. This time we can sit on the floor with a box of old crockery and utensils and stuff we’d forgotten we owned, and talk, and laugh about where it came from. Sentimental value? Plenty. Worth keeping? Not really. So it’s sold, or given to someone who’ll use it, or dropped at the Salvation Army or the op shop.

The lawn mower and the trimmer are the last things to go, and they can’t go yet. I’ve still got to mow and trim the lawn one last time before I hand the keys back to the property manager, so those two stay until the tenancy exit is done. Small mercy on the other end: the place we’re moving to has no lawn to mow at all.

We upsized once. We downsized once. Now we downsize again. Life is good.