Artificial intelligence has already inserted itself into the rhythm of modern life, making decisions in ways that are often overlooked. Amy Trahey, founder of Great Lakes Engineering Groupbelieves that integration is what makes it powerful and, in many cases, dangerous. From his perspective in engineering, he sees AI as something that directly affects outcomes related to public safety, funding, and long-term trust.
His understanding of AI began without formal plans. It revealed itself through everyday interactions with technology, from predictive recommendations to voice-enabled tools that respond almost automatically, which paved the way for a sudden epiphany.
Amy Trahey, PE
He says, “I saw how AI is integrated into everything. Whether I’m watching something on the broadcast platforms, whether I’m talking on the phone, and suddenly I see advertisements for what I talked about, it’s already part of the way we live, and it’s moving faster than any of us can keep up with.“That speed, in his view, is creating a leadership gap. Organizations are adopting AI at a high rate, and Trahey believes many leaders underestimate how quickly their teams have come to rely on it.
He points Research shows that almost three out of four companies now use AI in some way, interpret that as evidence that surveillance is no longer effective. “You should be aware that your team will use it. It is no longer a question. So if it is, it becomes your responsibility to understand it and make sure it is used correctly,” Trahey explained.
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Education was his first step in that responsibility. He enrolled in an intensive five-week program focused on inspiring AI, approaching it with the same discipline he uses in his engineering career. What he found changed his opinion. “It is truly revolutionary technology. This is at the level of the World Wide Web, but it is developing very quickly,” Trahey shares. “It has great potential for positive change, and naturally, it has the potential to be misused. It all comes down to intention and whether you are doing things with integrity.“
At Great Lakes Engineering Group, Trahey finds it important to establish those two to ensure that efficiency gains are measurable. He highlights using AI to translate complex engineering briefs and updates into concise and relevant customer communications, creating streamlined meeting documents in minutes instead of hours. The value, he says, lies in enhancing human ability, not replacing it.
Oversight, however, remains fundamental to his process. He insists that nothing produced by AI should go forward without human review, especially in high-profile areas. Within his work, which revolves around overseeing bridge and transport infrastructure projects, diligence takes on greater importance.
“Acts as a helper for me, and sometimes as a mentor,” Trahey explained.But it all comes back to me. I review it before it goes anywhere. It is known to hallucinate, and it can try to please you by giving you what it thinks you want to hear. This is where human responsibility comes into play. You won’t be able to take your hands off the wheel.“
The responsibility extends to organizational culture as well, as Trahey quickly realized that adoption of AI in his team required structure, not limitations. Seeing young engineers incorporating these tools into their practice prompted him to create formal guidelines. “We do bridge design. We work on things that are technically complex and security related,” he said.If people are using AI, I have to understand it so I can create policies about what is acceptable and what is not. That is part of leadership. You don’t ignore them. He explains how it is used.”
His framework draws a clear line between ethical efficacy and abuse. Self-administering tasks or organizing large data sets represents what he considers worthwhile. In his view, misrepresenting AI-generated work or exploiting time savings for financial gain represents a breakdown in the integrity of the work. He speaks directly to that danger.
“There are people who will use it and charge five hours for something that took five minutes. That is not innovation. That is a lack of integrity. And if you’re dealing with taxpayer money or public safety, that’s important.“
His concern also extends to matters of public concern. Trahey believes that the advent of AI presents new risks that require collective oversight. “When something so powerful is accessible to everyone all over the world, there has to be some level of law enforcement involved. We need guidelines and accountability. This is no longer just for the tech savvy. This is for everyone,” Trahey shares.
Personal experience adds another layer to his perspective. Watching her son Quinn interact with AI as an autistic person highlighted its power and complexity. He sees the importance of its ability to support communication, especially for people who have difficulty expressing themselves. At the same time, he always pays close attention to how those interactions are carried out. “He sees it as something he can talk to, and there is value in that,” he explains.But it’s my job to help him understand what is and isn’t. A tool, not a person. That distinction is important.”
Trahey’s approach to AI shows a consistent goal. Innovation must be driven with purpose, supported by education, and governed by clear standards. He believes that organizations that engage with AI thoughtfully will be in a better position to exploit its benefits without compromising trust, and as the world rushes into a new era of technological collaboration, that distinction, he says, makes all the difference.
