AI, jobs and the value of human work.

AI will change the way people work. The question for leaders is whether they will shape that change or leave workers, businesses and communities to manage it alone.

Dainu Devis has made his position clear. As Chief Executive Officer of Sharktech Global, he is committed to building technology that helps people do more, build better and live better. He will not sign off on technology that removes human value in the name of progress.

That is a useful starting point because the public conversation about AI often swings between two extremes. One promises effortless prosperity. The other assumes widespread job loss is inevitable. Neither gives a worker, a small business owner or a national leader much help with the decisions in front of them.

Jobs are made up of tasks. Some tasks will become easier to automate. Others will become more valuable because a person can use AI to do them better. New work will emerge, but people will not all have the same access to the tools and skills needed to take part. A serious response has to deal with all of those realities at once.

Start with people, then design the system

Dainu’s approach to a problem begins with the people affected by it. For the future of work, that means asking where tasks are changing, which workers face the greatest disruption, what employers actually need and whether existing training can reach people in time.

The next step is to connect those findings to the whole system. A training programme is only useful if it teaches relevant skills, fits around people’s lives, leads to real opportunities and can be delivered at scale. A plan for productivity is incomplete if it ignores what happens to entry-level jobs or the communities that depend on them.

This is where Dainu’s background in economic strategy, technology and operational delivery matters. He looks at the desired outcome, the route to it, the economics and the capability required to make it happen. He also asks what evidence would show that the approach is working before expanding it.

Leaders do not need to predict every job that AI will create or change. They do need to prepare people for a transition already under way. That requires practical choices about skills, enterprise, investment and the design of work.

Technology should make people more capable, not make them an afterthought. Dainu’s vision holds that standard steady while the tools around us change.