Claire Knight, CTO of Sailhouse, champions a hands-on approach to AI adoption. Emphasising the empowerment of engineers to explore new tools, fostering a culture where they “can empower themselves and grow.” This experimental mindset, rather than a rigid “18-month roadmap,” allows for agility and a focus.. As Claire states, “What I’m looking at is, what does it bring us now, and is there an ROI there?” She cautions against placing unreasonable and restrictive demands on the point at which AI adoption and day-to-day work demands meet, “We’re going back to … silly metrics again that we know don’t work.” This prevents chasing fleeting trends and ensures that AI solutions genuinely contribute to reliability and business goals.
Cutting Through the Hype
A critical aspect of Claire Knight’s strategy is cutting through the pervasive “hype” surrounding AI. She is using her experience to discern practical applications from overblown claims, educating her team that “just because somebody can knock out a demo in three seconds doesn’t mean that they are production-ready systems.” Claire acknowledges that many leaders are looking for easy answers, but she believes that “there is no playbook. It’s still so new. You’ve got to get in there. And what’s right now probably isn’t what was right six months ago.”
Don’t Forget the People
Looking forward, Claire underscores that “don’t forget the people” is the paramount directive for CTOs. She believes that “in every high-performing team that I’ve been in or had under my report, people feel safe and empowered.” The fear of AI replacing jobs, she notes, is antithetical to this environment. The human element, including the changing structures of engineering organisations and career ladders, remains a central challenge and opportunity. “Wrangling people matters as much as wrangling the tech here,” highlighting the ongoing need for empathetic leadership.
“In every high-performing team that I’ve been in or had under my report, people feel safe and empowered.“
The Power of Honest Communication
Claire’s leadership beliefs are rooted in honesty. She champions direct and authentic communication, even during difficult times. “I always tell my reports that I want to see them succeed, whether it’s here or somewhere else… I’d rather we were honest with each other… I want to see you have a career, not just a job here,” she openly tells her reports, building trust and fostering long-term career growth. This contrasts sharply with “toxic positivity,” which she believes “doesn’t help anybody.” For Claire, “What you say and how you say it matters,” and genuine honesty, even when certain things cannot be fully disclosed, is crucial for maintaining integrity and a resilient team culture.
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