Technology changes organisations before it changes job titles.
The real AI transition is organisational: how decisions get made, how knowledge flows, how teams are shaped.
Thinking
How Jenks sees the world.
The ideas behind the work — on AI, organisations, economics, security and trust.
AI should make teams more capable — not just make individuals type faster.
The unit of value is the AI-augmented team: humans and agents with clear roles, shared context and human-in-the-loop checkpoints.
Intelligence is infrastructure. Measure it like infrastructure.
When does $20k of AI spend per developer pay back? Model routing, budgets and evaluation are leadership questions, not procurement afterthoughts.
Security and governance belong in the architecture.
Not in a policy document added six months later. Credentials, routers, agent harnesses and audit trails are design decisions.
Platforms compound.
A well-designed API, tool or knowledge system lets other people build things you never anticipated.
Verifiable beats trusted.
From Bitcoin vaults to AI agents: replace institutional trust with technical constraints that anyone can check.
What Jenks leads
AI as an organisational capability, not a chat tab.
1
AI engineering
Agent architectures, LLM systems, tool use, retrieval and knowledge bases, evaluation, human-in-the-loop and agent-to-agent workflows.
2
AI transformation & governance
Company-wide adoption across engineering and non-engineering teams — with security, auditability and spend designed into the architecture.
3
AI economics
Intelligence is becoming infrastructure. Jenks measures it like infrastructure: model choice, cost, reliability and return per team.
4
Developer platforms
APIs, SDKs, OpenAPI, developer portals, app-store integrations and DevRel programs that let others build what you didn't anticipate.
Have a role or a problem in mind?
Ask Jenks's AI assistant anything about fit, experience or how Jenks could help — or email directly.