Eric helps Chief People Officers at enterprise companies turn AI from a workforce threat into a competitive advantage, so billion-dollar tech investments don't die at the wall of human resistance.
When I moved from Houston to Guayaquil, Ecuador, at eleven, I saw firsthand how unevenly technology and opportunity get distributed. That observation set the question I've been working on ever since. How do you get the benefit of new technology to the people whose jobs depend on it?
I spent the next 17 years answering that question from the inside. First, as a control systems engineer at a Shell refinery in Louisiana, I learned that the people closest to the work know things the engineers don't. Then 13 years at Intel. I ran factory operations, managed a $100M product portfolio, and ultimately served as Chief of Staff for a $1 billion global business with 200 people across four industries.
What I came away with is this. Technology rarely fails at the silicon. It fails at the seam where it meets human beings. The gap between what a technology can do and what a workforce will actually do with it is the gap that decides whether the investment lands. That gap is what the ACT Framework™ was built to close. Adapt, Connect, and Translate.
When I moved from Houston to Guayaquil, Ecuador, at eleven, I saw firsthand how unevenly technology and opportunity get distributed. That observation set the question I've been working on ever since. How do you get the benefit of new technology to the people whose jobs depend on it?
I spent the next 17 years answering that question from the inside. First, as a control systems engineer at a Shell refinery in Louisiana, I learned that the people closest to the work know things the engineers don't. Then 13 years at Intel. I ran factory operations, managed a $100M product portfolio, and ultimately served as Chief of Staff for a $1 billion global business with 200 people across four industries.
What I came away with is this. Technology rarely fails at the silicon. It fails at the seam where it meets human beings. The gap between what a technology can do and what a workforce will actually do with it is the gap that decides whether the investment lands. That gap is what the ACT Framework™ was built to close. Adapt, Connect, and Translate.
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