Suggestions
Bill Holland
Service-oriented Program Leader & Design Strategist, Strategic AI advisor, UX & Service Design Lead
Bill Holland is a Design & AI Implementation Strategist at billholland.com, based in Denver, Colorado.1 He is a service-oriented Program Leader with extensive experience in design leadership, product management, entrepreneurship, and program management.1 Holland's career spans various roles and industries:
Professional Experience
- Current Role: Design & AI Implementation Strategist at billholland.com since November 20231
- Previous Positions:
- Lead UX Design Strategist at Slalom (2020-2022)
- Head of Product Design at The Greenbrier Companies (2020)
- Product Design Manager at Think Company (2018-2020)
- Senior UX Designer at IHS Markit (2015-2018)
Expertise
Holland specializes in:
- Experience design strategy
- AI systems implementation and change management
- UX and service design1
Notable Achievements
- Led a team to build an AI-driven B2B SaaS product for Spectrum/Charter, securing $18M in project funding1
- Reinvented customer support process for Schwab, leading to $24M in cost savings1
- Implemented a knowledge management system for 14,000 Slalom employees1
Background
Holland's diverse background includes serving in the navy, where he operated nuclear power plants, providing him with experience in high-stress, mission-critical environments.1 This foundation has contributed to his adaptability and leadership skills throughout his career.
Highlights
Sigh. Another one bites the dust (Lowe’s this time) by backing away from DEI efforts, ostensibly to prevent boycotts. Interestingly, they risk customers who value DEI heading to a competitor, so it appears they’re in a damned-if-you-do, damed-if-you-don’t situation.
I’d argue this really boils down to two things: Leadership, and redefining shareholder value.
Those leadership teams who years ago jumped on the DEI bandwagon because everyone else did it might well have seen how their organizations benefitted from diversity, but they could have just as well seen it as a cost center and as soon as politically viable, gutted their DEI-focused teams to save money.
These leaders really should grow a spine and start leading from the front instead of the rear. Yes, dealing with political hot potatoes as a business is tricky, because you’ll never please everybody. Yet as a customer, I am attracted to and spend my money with those firms who treat their employees and customers with respect and basic human dignity (Costco is a good example of this).
Leaders don’t have to be so focused on short-term market returns if they’re a public company. Amazon initially went profit-less for something like 10 years as a public firm because they understood their fiduciary duty meant more than just what happens over the next couple of quarterly earnings calls.
As a potential employee and a customer, I will gravitate to those organizations with a set of principles they strive to live by (nobody’s perfect, but as long as there’s sustained effort). Not everyone values things the same way, and that’s ok. But leaders should lead, not follow. People value real leadership. It’s time to show some.
Anyone notice the underlying either-or argument surrounding generative AI and how this mirrors so many other aspects of life? So much drama!
“AI will solve all our problems and no one will have to work a day ever again!” “ AI will become sentient, decide humans are not worth the trouble, and do away with the lot of us.”
But what if we consciously decided to look between the black and white, the either-or, delving into the gray — the in-between? After all, this space is where the vast majority of us live our lives, even if done privately.
No one is 100% good or 100% evil. No technology is 100% fruitful or 100% damaging. No policy is 100% effective or 100% ineffective.
Given a set of conditions, any one person, technology, policy, etc. could have a variety of positive or negative outcomes. Even the definition of positive or negative changes depending on whose perspective it is.
It takes work to look past the black & white, and sometimes we’re just too exhausted trying to live a happy-ish, good life we just don’t have the energy. That’s understandable, but non-practice doesn’t make the issue go away.
When we do have the energy, are we mindful enough of our own predilections to consider the nuance, to be curious, to ask questions, to gain a deeper understanding? To decide and act more wisely as a result?
After all, it is only through this practice we gain wisdom.
The gray area is, in my experience, where we most easily see the real challenges, collaborate more effectively, and identify the most beneficial solutions.
Seems like a good place to inhabit to me.
