Complexity of Task: Use AI to assist in resolving complex, ambiguous problems. LLMs and reasoning models are becoming increasingly adept at parsing complex issues into manageable parts that are amenable to solution.
Asartificial intelligence (AI) continues to advance and integrate into various aspects of business, decision-makers at the highest levels face the complex task of determining where AI can be most effectively utilized and where the human touch remains irreplaceable. This series aims to examine the nuanced decisions made by C-Suite executives regarding the implementation of AI in their organizations. As part of this series, we had the pleasure of interviewing Rick White.
Rick White serves as the Executive Vice President and Chief Operating Officer of ViaPath Technologies. Since joining the company in November 2019 as EVP of Enterprise Systems, he has led the company’s daily operations. As COO since January 2022, he oversees the complete lifecycle of ViaPath’s services. White’s leadership ensures world-class service to a diverse clientele, including federal, state, and local facilities, incarcerated individuals, their friends and families, as well as ViaPath’s employees and internal business functions. His responsibilities cover solution design and deployment, operations, technical support, call center management, supply chain, business information systems, and information security.
A retired U.S. Navy Captain, White brings over 45 years of technical leadership and management experience. He is recognized for his expertise in cybersecurity, IT strategy, business intelligence, data analytics, and performance-based management across various federal government clients. White’s past roles include CTO/CIO for Sotera Defense Solutions, where he managed advanced data science initiatives for DARPA and IARPA; GM and CTO for Wyle Information Systems; and Managing VP for Gartner Consulting. He holds a B.S. from the U.S. Naval Academy, an M.S. in Information Technology from Central Michigan University, and a certificate in Artificial Intelligence in Business Applications from MIT.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Myjourney started in the U.S. Navy, where I learned the importance of discipline, teamwork, and technical innovation. After retiring from the Navy in 2001 and moving into the private sector, focusing on IT strategy and cybersecurity, I naturally began exploring AI’s potential to transform business operations. Each position taught me the value of balancing advanced technology with practical leadership.
It has been said that our mistakes can be our most outstanding teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
When I first started, I once trusted an automated system to manage a critical data migration — only to realize it had overlooked a key step that a human would have caught. It taught me that technology is powerful, but oversight and intuition are essential. With today’s push toward AI software development, I recommend always double-checking and never undervaluing human review.
Are you currently working on any exciting new projects? How do you think that will help people?
We’re currently building AI-powered analytics for correctional facility operations. This project aims to enhance safety, efficiency, and transparency for both staff and incarcerated individuals. By automating certain tasks, we free staff to focus on higher-value core work and personal interactions.
Thank you for that. Let’s now shift to the central focus of our discussion. In your experience, what have been the most challenging aspects of integrating AI into your business operations, and how have you balanced these with the need to preserve human-centric roles?
The biggest challenge is making sure AI enhances — rather than replaces — human expertise. We’ve invested in training and change management to help our teams adapt to AI and boost productivity. For sensitive areas like customer service and security, we keep a strong human presence, using AI to handle routine tasks and support decision-making instead of automating everything.
Can you share a specific instance where AI initially seemed like the optimal solution but ultimately proved less effective than human intervention? What did this experience teach you about the limitations of AI in your field?
We conducted an early experiment using AI to triage support tickets, but the solution struggled with nuanced cases that required contextual understanding. Human agents quickly resolved these issues. This initial experience highlighted that while AI excels at pattern recognition, categorization, and automation, it may not be ideally suited for tasks that require judgment. However, recent advances in reasoning models justify a review of the solution.
How do you navigate the ethical implications of implementing AI in your company, especially concerning potential job displacement and ensuring ethical AI usage?
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We are dedicated to ethical AI use, focusing on transparency and fairness in our algorithms. We actively communicate with employees about changes and offer reskilling opportunities. Our governance framework makes sure that AI decisions are checked for bias and impact, especially regarding job displacement.
Could you describe a successful instance in your company where AI and human skills were synergistically combined to achieve a result that neither could have accomplished alone?
In our call center, we are developing AI-assisted agents to suggest responses and flag urgent cases, but for now, the humans make the final decisions. We expect this partnership to improve response times and customer satisfaction — neither could achieve these results alone.
Based on your experience and success, what are the “5 Things To Keep in Mind When Deciding Where to Use AI and Where to Rely Only on Humans, and Why?” How have these 5 things impacted your work or your career?
1. Complexity of Task: Use AI to assist in resolving complex, ambiguous problems. LLMs and reasoning models are becoming increasingly adept at parsing complex issues into manageable parts that are amenable to solution.
2. Need for Empathy: Continue to use Human interaction where empathy and emotional intelligence matter. Give the customer the option to talk to a live agent at any time in the interaction with virtual agents.
3. Risk and Accountability: Use AI to identify risks and potential mitigation strategies, but leave the final decision on a course of action to human oversight.
4. Productivity and Response: Using AI technologies to improve productivity and response time. AI agents can dramatically improve staff performance and operations.
5. Continuous Improvement: Leverage AI to examine processes and performance and make recommendations for improvement.
Looking towards the future, in which areas of your business do you foresee AI making the most significant impact, and conversely, in which areas do you believe a human touch will remain indispensable?
AI will transform every aspect of business, including Communications, Decision Making, Risk Management, Self Service, and Operations. However, Leadership, Relationship-Building, and ethical Decision-Making will remain essential human efforts.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
I would champion a movement for AI literacy and responsible AI adoption — empowering people to use the technology to enhance their personal, work, and societal lives.
How can our readers further follow your work online?
Connect with me on LinkedIn and follow ViaPath Technologies’ website for updates on our latest initiatives.
This was very inspiring. Thank you so much for joining us!