In my previous post I explained the main reason why I made a career switch: from being an entrepreneur to becoming an employee at Simacan. This time, I will tell you a bit more about the challenges this exciting company is facing, and how I see my own specific role in resolving them. As an AI expert, I might not seem like a logical choice to become program manager for an EU-subsidized program… but I believe I can add real value. Read on to find out why.

Was it luck or judgment that made me decide to study Artificial Intelligence?

I recall that, back then, very few people really understood the subject. To be honest, my decision was mainly driven by the fact that I wasn’t forced to choose between subjects such as philosophy, languages, biology, mathematics and psychology, because my AI course combined them all. It was a lucky break, because I subsequently became an acknowledged expert in the field of AI and I have since advised many government institutions and large corporations.

Was it a necessity or a midlife crisis to start an MBA study 20 years later?

After more than 20 years, I formalized the entrepreneurial skills I’d gained along the way by doing a global executive MBA. The MBA gave me the tools and the terminology to advise business managers to take ownership of the intelligence present in their companies. I knew that would be necessary to design effective decision support systems, and I now also know that it provides the competitive edge needed to become market leader. 

All too often, although the environment is changing constantly, enterprises are working with ill-designed software and users are not making the necessary efforts to keep their systems knowledge up to date.

These enterprises are usually in decline.

In my latest book on explainable artificial intelligence I give many examples of software that does NOT contribute to operational efficiency, is biased, not trusted by users and potentially a sunk cost.

In the case of SaaS platforms, it is even more important to engage the end user in an automated yet active way. A user of such a system should always have access to a WHY button to understand the system’s reasoning, whether for the last mile trajectory or the optimal delivery route.

But that’s not all!

The user should also have access to an UPDATE button for when they do not agree with the system’s decision. That creates an automated feedback loop between the design and use of the software.

An agile organization requires an effective feedback loop too, preferably supported by automation.

It is easy to spend money, but difficult to create value.

In my opinion, KPIs are the best way to structure value creation. However, the world is continuously changing, so KPIs must be updated frequently. To stay agile, everyone should be able to explain and motivate a KPI or indicate that it needs to be updated.

So, it may have seemed odd to you that an AI expert has become a program manager to scale up a Dutch SaaS platform in Europe, but I hope you now understand that I will use my skills to create a learning organization. That is the best way to create sustainable growth. In its first years of existence, Simacan was focused entirely on gaining insights – especially thanks to Ahold Delhaize, which has been a customer from the very beginning.

As the market share increased, with the addition of partners like PostNL, Jumbo, Bloomon and Daily Fresh, the company could increasingly optimize hub operations for cities to contribute to the 2030 Agenda for Sustainable Development. The ultimate vision is to support self-driving trucks and platooning. At Simacan, we will continue to listen to our customers and employees to enable us to grow, every day.

In the last part of my story, I will tell you more about the potential of explainable artificial intelligence for Simacan in supply chain logistics.