In September 2024, Jim Covello became Wall Street’s most recognizable AI skeptic. While Silicon Valley executives, venture capitalists, and technology analysts competed to make increasingly ambitious claims about artificial intelligence,
Author: Priya
In January 2016, I was verbally informed by Goldman Sachs HR representative Craig Tamamoto that I was being terminated “for cause.” At the time, I was also told that I
Lloyd Blankfein’s recent comments on diversity, equity, and inclusion reveal a familiar tension inside elite corporate America: diversity is often celebrated in principle, right up until it begins influencing the
In September 2024, The New York Times profiled Goldman Sachs research head Jim Covello as “Wall Street’s leading AI skeptic.” He warned that Silicon Valley was spending hundreds of billions
Another pattern I’ve seen: Work that exists to support execution slowly turns into work that exists to support optics. Information gets filtered. Updates get curated. The goal shifts from “what’s
One thing I’ve seen repeatedly: teams generate a huge amount of reporting—but very little of it actually drives decisions. At one point, I was part of a team producing over
What proper alignment actually looks like in an organization: A lot of teams talk about alignment, but in practice it’s often vague. In my experience, alignment isn’t a feeling—it shows
One pattern I keep seeing across teams and projects: Work doesn’t stall because people aren’t working hard. It stalls because no one owns the structure of the work. A few
Over the past year, my work hasn’t followed a traditional structure. I’ve been operating in a highly complex, high-stakes environment that required me to manage multiple parallel workstreams, track dependencies,
Most of my work sits at the intersection of systems, data, and execution. I’m drawn to environments where there are a lot of moving parts, unclear priorities, and no obvious