Artificial intelligence has already inserted itself into the rhythms of modern life, shaping decisions in ways that are often overlooked. Amy Trahey, founder Great Lakes Engineering Groupbelieves that integration is what makes it powerful and, in many cases, risky. From an engineering perspective, he sees AI as having a direct impact on public safety, funding and long-term trust outcomes.
His understanding of AI began outside of formal systems. It revealed itself through everyday interactions with technology, from predictive recommendations to voice-activated tools that respond almost instinctively, leading to a sudden epiphany.
Amy Trahey, PE
He says, “I understood how AI is integrated into everything. Whether I’m watching something on streaming platforms, talking on the phone, or suddenly seeing ads for what I’m talking about, it’s already part of how we live, and it’s moving at a pace that none of us can keep up with.According to him, this speed creates a leadership gap. Organizations are deploying AI at scale, and Trahey believes many leaders underestimate how quickly their teams are already relying on it.
He points Research shows that nearly three out of four companies now using artificial intelligence to some degree, interpreting this as proof that passive control is no longer possible. “You need to understand that your team will use it. This is no longer a question. So, if it is, it is your responsibility to understand it and make sure it is used correctly.“, Trahey explains.
Education was his first step towards this responsibility. He enrolled in an intensive five-week program aimed at channeling artificial intelligence, along with the same discipline he applied to his engineering work. What he found reshaped his perspective. “This is truly transformational technology. It’s on the level of the World Wide Web, but it’s growing even faster.“Trahey shares.”It has great power to make positive changes and naturally, it has the potential to be misused. It all depends on the intention and whether you do everything with integrity.“
At Great Lakes Engineering Group, Trahey finds it important to build this duality to ensure efficiency is measurable. It highlights the use of artificial intelligence to transform complex engineering briefings and updates into concise and coherent communication for clients, creating structured meeting documents in minutes instead of hours. According to him, the value is not to replace human ability, but to enhance it.
However, control remains central to his process. He insists not AI generated output especially in high-risk environments should proceed without human investigation. Due diligence becomes even more relevant in his work, which revolves around the supervision of bridge and transport infrastructure projects.
“He acts as an assistant and sometimes a consultant for me,Trahey explains.But it all comes back to me. I review it before I go anywhere. He has been known to hallucinate and may try to please you by giving you what he thinks you want to hear. Here comes human responsibility. You can’t take your hands off the wheel.“
As Trahey realized early on, responsibility also extends to organizational culture Adoption of AI It requires structure, not limitation, within his team. Observing young engineers already integrating these tools into their workflows led him to formalize the guidelines. “We design a bridge. We work on things that are technically complex and security related“he says.”If people are using AI, I need to understand that so I can create policies about what’s acceptable and what’s not. This is part of leadership. You ignore it. You determine how it is used.”
His framework draws a clear line between ethical efficiency and abuse. Automating administrative tasks or organizing large data sets represent uses for which it deems appropriate. In his view, misrepresenting AI-generated work or profiting financially from time savings represents a breach of professional integrity. He speaks directly to this risk.
“There are people who will use it and then bill for five hours for something that took five minutes. This is not new. This is a lack of integrity. And when you’re dealing with taxpayer money or public safety, it matters.“
His concerns also extend to societal impacts. Trahey believes that the availability of AI presents new risks that require coordinated controls. “When something this powerful is available to every person around the world, there has to be some level of legislative involvement. We need guidance and accountability. It’s not just for tech-savvy people anymore. This is for everyone.” shares Trahey.
Personal experience adds another layer to his perspective. Watching his son Quinn interact with AI as someone with autism highlighted its potential and complexity. She sees value in its ability to support communication, especially for people who have difficulty expressing themselves. At the same time, it focuses on how this interaction is established. “He sees it as something he can talk about, and that has some benefit“, he explains. “But my job is to help you understand what it is and what it isn’t. It’s not a person, it’s a tool. This distinction is important.”
Trahey’s approach to artificial intelligence reflects a consistent principle. Innovation must be driven by intention, supported by education and governed by clear standards. He believes organizations that thoughtfully engage with AI will be better positioned to reap its benefits without compromising trust, and that distinction makes all the difference as the world accelerates into a new era of technological collaboration.
