We have upgraded our estimator seat with custom AI tools, which reduces the manual workload but requires high-level data analysis. Our current estimator gets the role and wants it, but lacks the analytical capacity to manage the AI outputs. How do we handle this specific GWC issue?

Question

Tyler Smith · Accepted Answer

When technology changes the fundamental nature of a seat, you must re-evaluate the person sitting in it. GWC™ is not a lifetime appointment. If you upgrade a seat with AI tools, the roles within that seat change, and the capacity required to execute those roles changes too.

Your current estimator may have had the capacity for the old, manual workflow, but if the new seat requires data analysis and system oversight, it is a different role. Capacity is not just about time, it is also about mental capability, technical skills, and emotional fit.

If your estimator does not have the analytical capacity to manage the AI outputs, he no longer GWC™s the seat. You cannot ignore this. If you do, your expensive AI investment will fail, and your estimating accuracy will suffer.

You have two choices. First, you can train him. If he has the intellectual curiosity and aptitude, invest in upskilling him over the next thirty days.

Second, if he lacks the baseline technical aptitude, you must move him out of that seat. You might create a traditional sales or client relations seat where his industry knowledge is highly valuable but technical analysis is not required.

If no such seat exists, you must release him and hire someone who fully GWC™s the new, AI-augmented seat.