Episode #74: What Problem Are We Trying to Solve? Leadership in the Age of AI

AI is changing the speed of decision-making. It’s also asking something new of the people making those decisions.

In this episode, executive coaches Pam Fox Rollin and Sharon Richmond talk with Ann K. Klein, a software executive advisor and board member who has spent decades leading at the intersection of healthcare and enterprise technology. From building category-defining platforms at Siebel Systems and Vlocity to guiding companies through major transitions as CEO, Ann brings a rare combination of operator and investor perspective.

She shares what she’s seeing inside executive teams and boards right now, from how AI is compressing decision timelines to how business models, pricing, and competitive advantage are being redefined.

Listen in to hear why the leaders who will navigate the age of AI well are the ones willing to pause, question, and become more intentional about the problems they are solving and the decisions they are making.

Key Moments You’ll Want to Hear

01:58: The conversations about AI organizations are missing, and the better questions to ask.
05:00: Why are some companies moving faster with AI while others fall behind.
08:55: How AI is changing the way strategic decisions get made at the executive level.
12:35: What happens when every competitor can see the same opportunities at the same time.
15:57: Why so many executives struggle with decision-making, and what it takes to do it well.
22:22: How leaders can slow down thinking without slowing down the business.
25:21: What to do when strategy has to move fast, but also be right.
30:38: How AI is reshaping business models, not just workflows.
37:19: What CEOs can do when investor expectations no longer match reality.
38:53: How executive teams and boards stay aligned when everything is changing fast.

By the end of this conversation, you’ll hear answers to:

How can leaders build trust and alignment around AI strategy?

Trust and alignment come from how leaders structure the conversation. The most effective teams start by getting clear on the problem they’re solving and why it matters now, rather than jumping straight to the technology. From there, leaders help others make sense of what’s changing by communicating in a few clear themes, not a flood of detail. In practice, that often means engaging board members early on important shifts, being transparent about what’s still uncertain, and reinforcing that while AI can inform decisions, leadership still owns them. When people understand both the direction and the reasoning, alignment becomes much easier to sustain. Timestamps: 22:22, 25:00, 37:19, 38:53

How is AI changing decision-making for executive teams?

AI is compressing the time it takes to analyze information and model scenarios, turning work that once took months into something that can happen in days. As a result, executive teams are being asked to make more decisions, more quickly, often with more visibility into the business than they’ve ever had before. But the core challenge remains: someone still has to make the decision and be accountable for it. What’s changing is what good decision-making requires. Leaders need to understand the assumptions behind the analysis, assess trade-offs clearly, and decide with intention, not just speed. Timestamps: 08:55, 17:36

Why are some companies moving faster with AI than others?

The difference is often less about technology and more about how leaders engage. Organizations that move faster tend to have leaders who are curious, willing to make time to learn, and able to step back and rethink the fundamentals of their business. In contrast, others try to layer AI onto existing processes without questioning whether those processes still make sense. There are also real structural differences between industries, but even in large organizations, progress tends to come from leaders who are willing to ask better questions and revisit first principles. That willingness to rethink is what creates momentum. Timestamps: 05:00, 07:10

What problem are we trying to solve? ~ Ann K. Klein

About Ann K. Klein

Ann Klein is an enterprise executive with expertise in AI/machine learning and CRM (sales, quoting, marketing, service). The bulk of her experience is in the health and insurance industries. As interim CEO of Vineti, a software company offering cell and gene therapy supply chain solutions, Ann led the restructuring and private sale of the company, where she

continues to hold a board position (through 2026). Ann was a founding employee (General Manager, Healthcare) at Vlocity (now Salesforce Industries) where she designed and launched the first health application. At Siebel Systems (now Oracle), she created the first healthcare

product (for payors), received a patent for group insurance quoting applications, and subsequently managed the health and insurance verticals (across product and go to market).

You can connect with Ann on LinkedIn at:https://www.linkedin.com/in/annklein/

About Altus Growth Partners

At Altus, we partner with CEOs and leadership teams who are serious about growth and willing to engage in new kinds of conversations to produce better results.

We care deeply about helping leaders and teams collaborate more effectively, navigate complexity with confidence, and foster a culture where people thrive. It’s in these environments that challenges are met with curiosity, people bring out the best in one another, and progress is anchored in shared purpose.

Because when leaders and teams are truly working together, they expand what’s possible and the meaningful impact they can make in their lives, their organizations, and the world around them.

You can find Altus Growth Partners on LinkedIn at: https://www.linkedin.com/company/altus-growth-partners/

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Keywords:

#AI #DecisionMaking #Healthcare