"AI is concentrated in the places and with the people who need it the least."
This is the pivot of the talk. It's triggered by an AI-powered watch alert that may have saved Cameron's life — which raises the question of why that same capability isn't reaching the people who need it most. It's a challenge to the industry's default distribution pattern: the most advanced AI tools land first in wealthy markets and boardrooms, not in the clinics, classrooms, and farms where the marginal impact would be greatest.
"It's not about the income, it's about the outcome."
Borrowed from his daughter, a teacher, this line reframes the entire AI investment conversation. Trillions of dollars are being spent building AI that sells us things or summarizes meetings — optimized for engagement and revenue. This is a call to redirect that same capability toward outcomes that matter for people who can't pay for it: health, education, food security.
"We want to use it to enhance, not replace."
Drawn straight from a 30-year career — the stair-climbing wheelchair, the child's prosthetic hand, the DaVinci surgical robot — each used advanced technology to extend human capability rather than substitute for it. As AI moves toward AGI and beyond, this becomes the design principle worth defending: build systems that amplify human agency and dignity, not ones that quietly remove the human from the loop.
I've led R&D and product strategy at the intersection of MedTech, Robotics, and Wearable AI — from the foundational technology behind the da Vinci Surgical Robot at SRI, to life-saving devices like the Zoll AutoPulse, to early research into Digital Jewelry and neural-input wearables at IBM and Meta.
My journey began at MIT, where I studied physics and competed as a finalist in the 2.70 robotics competition — which led me to DEKA, working directly with Dean Kamen on foundational systems like the iBOT wheelchair and home dialysis. I later refined my approach at Stanford under IDEO founder David Kelley, who instilled a human-centered design philosophy that still anchors my work today.
Whether building global centers of excellence or launching startups, I'm drawn to complex problems and to scaling high-impact innovation from early research through global commercialization — across medical, military, and consumer products, in some of the most highly regulated environments there are.
Every project above runs through the same repeatable process — identifying the insight that reveals an unmet need, the innovation that addresses it, and the impact of getting it into people's hands.