The Coming Disruption provides readers with the tools needed to survive the coming changes associated with Artificial Intelligence in the workplace. Why was this an important book for you to write?

Because too many people are being told half the story about what’s coming. Most conversations about AI focus on tools, trends, or fear — not on how work, organizations, and leadership are actually changing right now.

I wrote The Coming Disruption because this shift isn’t theoretical. It’s already reshaping who wins, who struggles, and who gets left behind in the workplace. Organizations that don’t adapt quickly won’t slowly decline — they’ll fall behind all at once. I wanted to give leaders and workers a clear, honest framework for navigating what’s ahead, without hype and without sugarcoating the consequences of inaction.

I also wrote this book in honor of my father. He believed deeply in hard work, responsibility, and adapting to change rather than resisting it. This book reflects those values — and my hope is that it helps people face what’s coming with clarity, courage, and agency, just as he taught me to do.

Can you share a little about the research behind The Coming Disruption?

The research behind this book isn’t academic; it’s operational.

It’s based on decades of building and scaling technology companies, leading through rapid growth, market disruption, and crisis, and watching firsthand how organizations behave when pressure increases.

I also studied historical inflection points – from the Industrial Revolution to the rise of digital platforms, to understand how productivity shocks change labor, management, and power structures. The patterns are remarkably consistent: technology doesn’t eliminate work, it redefines value. AI simply accelerates that process faster than anything we’ve seen before.

The book combines real-world experience, economic data, and pattern recognition, not speculation.

Did you learn anything while writing this book that surprised you?

What surprised me most was how fast the gap is widening.

I expected AI to create advantages for early adopters. What I didn’t expect was how quickly organizations that move first begin to outpace everyone else, not incrementally, but dramatically in speed, output, and decision-making.

I also came to appreciate just how much of today’s work exists to manage friction, not create value. AI exposes that immediately. Writing this book made it clear that the disruption isn’t just technological, it’s cultural and structural.

What is one thing you hope readers take away from your book?

That they still have agency, but not unlimited time.

This book isn’t meant to scare people. It’s meant to wake them up. The coming disruption will reward those who adapt early, learn continuously, and focus on producing real value. It will punish hesitation, denial, and comfort with outdated roles.

If readers finish the book understanding that this moment requires action — not someday, but now — then it’s done its job.

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