Jun 15, 2026 · 17 min · 11 segments
Most business owners hear "AI" and immediately think: we need that. Myles Harrison thinks the opposite — and he built a company around it. Myles is the founder of Praktikai, a boutique data and AI…
Myles HarrisonGuest
Paul DioHost
Out of the problems that you've seen in consulting, was there s- there's... was there one problem or one unique kind of unobvious s- solution that, that the business owner didn't see, but you were able to point that out? Is there one that sticks out more than others?

I don't know if I have a specific one that I wanna embarrass a particular past client.

But for me, speaking more generally, I, I think some people are surprised because I'm very...

And I think a mistake you see a lot, and that gets kinda glorified in the media, is people confusing complexity for improvement or confusing, like, complexity and technical sophistication with excellence.

So there's a lot of clients we talk to, and they, they jump and they say, "Oh, we need these things.

We need to solve this problem with technology." But as I tell potential clients and my team all the time, there's three parts to operating model.

And you can spend a bajillion dollars on technology, but if you don't address the people and process aspects, you're still not gonna solve the problems in your organization.

So I think the, the most common problem I see is not thinking about all of those things.

Yes, we can bring in automation," but you need to get your people on board, you need to address the very sexy field of change management, and you need to think about the processes that are in your organization and whether they can be improved.

Because sometimes the answer is only maybe, like, 10% technology, and maybe it's 90% process, right?

Out of the problems that you've seen in consulting, was there s- there's... was there one problem or one unique kind of unobvious s- solution that, that the business owner didn't see, but you were able to point that out? Is there one that sticks out more than others?

I don't know if I have a specific one that I wanna embarrass a particular past client.

But for me, speaking more generally, I, I think some people are surprised because I'm very...

And I think a mistake you see a lot, and that gets kinda glorified in the media, is people confusing complexity for improvement or confusing, like, complexity and technical sophistication with excellence.

So there's a lot of clients we talk to, and they, they jump and they say, "Oh, we need these things.

We need to solve this problem with technology." But as I tell potential clients and my team all the time, there's three parts to operating model.

And you can spend a bajillion dollars on technology, but if you don't address the people and process aspects, you're still not gonna solve the problems in your organization.

So I think the, the most common problem I see is not thinking about all of those things.

Yes, we can bring in automation," but you need to get your people on board, you need to address the very sexy field of change management, and you need to think about the processes that are in your organization and whether they can be improved.

Because sometimes the answer is only maybe, like, 10% technology, and maybe it's 90% process, right?
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