AI at Work: Industry Leaders Share Practical Lessons on Adoption, Trust and Leadership

Executives from sports, gaming and consumer brands say artificial intelligence is already reshaping workflows and leadership,  but human judgment still matters.

A panel of executives from sports, gaming and consumer brands says artificial intelligence is moving so quickly that leaders cannot afford to ignore it. But adopting the technology successfully requires more than just new software.

It requires changing habits, building trust among employees, and learning where human judgment still matters.

During a discussion at the NEXT Summit in New York moderated by Matt Dubin, co-founder and head of client partnerships at the VENN Collective, panellists Kevin Scott, chief technology officer at the PGA of America; Paris Smith, advisor and gaming industry expert; and Kristen Rumble, vice president of brand strategy and creative for BodyArmo shared how they are integrating AI into their work.

The conversation focused less on futuristic predictions and more on practical advice: how to start using AI tools, how to bring employees along, and what leaders should never delegate to machines.

Learning AI by Doing

For Scott, the learning process began with experimentation. The PGA of America CTO said the pace of change in software development forced him to engage directly with new tools.

“The approach that I basically taken, I’ve been sleeping a lot less and spend a tonne of time trying to stay on top of everything, I've become a new hound around all of this” Scott said.

He explained that the shift in software development has been dramatic in recent months.

“So the craft of software engineering is completely different literally in the last six months,” Scott said.

That change, he noted, has lowered the cost of creating software and accelerated innovation across industries.

Industries built around digital platforms are already feeling the impact, from sports and media to online casino operators, where casino and poker products increasingly rely on rapid software development cycles.

_{Paris Smith is still getting to grips with Ai. (Image: Paris Smith/Linkedin)}

Smith, a longtime gaming executive and investor, said she is still exploring how best to use AI but sees clear potential for improving efficiency.

“For me, I’m trying to understand it more because when I’m doing investing I’m looking for people that understand it better than me,” Smith said.

“But it’s such an opportunity right now so I’m in that beginning phase.”

Turning Ideas into Visuals in Seconds

Rumble described how AI tools have already changed the creative process inside large consumer brands.

In one recent project, her team needed to pitch a new marketing concept within Coca-Cola’s beverage portfolio. The idea seemed risky when described only in text, she said, so the team used AI tools to visualise it quickly.

Using ChatGPT to generate prompts and an AI image tool to create mockups, the team produced realistic marketing visuals in seconds, something that previously required designers and hours of work.

“We were able to use ChatGPT to develop the prompt we wanted in order to make a piece of point of sale that would take that idea and visualise it on a display piece,” Rumble said.

“All you just need is an idea and a dream.”

The result helped executives understand the concept faster and ultimately support the project.

Bringing Employees Along

While the technology is advancing quickly, Scott said adoption depends on human psychology as much as technical capability.

To help employees adapt, the PGA of America created a five-week internal training program called an “AI fluency programme.” The initiative involved employees across the organization and included workshops, training sessions, and presentations.

The goal was to ensure that every department, from marketing to finance, could develop its own AI strategy.

“We recognised pretty quickly that a lot of adoption is all about hearts and minds,” Scott said.“How can we in the most inclusive possible way bring everybody along with us?”

Rumble said empowering employees with the tools themselves can reduce fear about AI replacing jobs.

“First, we always say literacy as leadership,” she said. “Give the people the tools.”

Leadership Still Requires Human Judgment

Despite AI’s capabilities, panelists agreed that some leadership responsibilities should remain human.

Smith said personal interactions with employees cannot be replaced by algorithmic evaluations.

“The basic interactions with the team,” Smith said. “You know, to have that empathy, to understand what people need to be more effective.”

“Can AI determine that somebody had a death in the family?”

Scott added that in hospitality-driven industries like golf, human relationships remain essential to customer experience.

“It’s humans that play golf and it’s humans who form an opinion about the experience that they just had,” Scott said.

Authenticity and Brand Voice Remain Challenges

Rumble also warned that AI-generated content can flatten a brand’s voice if used too heavily.

While the technology can speed up production and reduce costs, she said companies must carefully monitor how AI affects brand identity.

“You know, we have a joke in our department if we can tell when AI wrote it,” Rumble said.

“It just flattens the voice.”

She said companies often rely on testing and consumer feedback to determine where AI content works and where human creativity is still required.

The Simplest Advice: Just Start Using It

Despite concerns about the speed of change, panelists offered a simple recommendation for professionals who feel behind.

Start experimenting.

Smith said even basic usage can build familiarity.

“Just making a general commitment to try to get up to speed,” Smith said.

“Take that risk. Take that leap of faith.”

Scott recommended integrating AI into everyday decision-making and problem-solving.

“Just take an idea or a point of view that you have and substantiate it with AI,” Scott said.

As the technology evolves, he added, the most important skill may simply be curiosity.