Elevating Beyond Bias: Christina's Journey in AI and Leadership

We spoke to Christina Wiremu-Brook, an AI and data specialist working for the second-largest public education system in the world. She passionately talked to us about the intersection of AI, ethics, and education.

Data Science Meets Education: Christina's Vision for Ethical AI

Christina leads the development of AI Ethics and Governance models, identifying opportunities to ethically and effectively leverage AI in education. Recently, her team led the trial of a new purpose-built AI tool for students in NSW public schools. She brings expertise from leading an indigenous education non-profit organisation, consulting and Data Science.

Leon: Why is it important to have a woman's perspective in AI development?

Tina: It's crucial for several reasons. In the AI era, a woman's perspective isn't just about diversity and showing a female in the C Suite; it's a technical necessity.

Historically, the focus has been on equal opportunity for women in STEM. But with AI's power to shape decisions and structures, women's perspectives become even more vital.

AI algorithms are built on patterns, and those patterns influence everything from decision-making to societal structures. If only a limited group of voices (predominantly male) are involved in creating these patterns, we risk perpetuating systematic biases and oppression against women.

Having diverse voices, including women, and indigenous people, isn't just about ticking diversity boxes. AI systems risk reflecting and amplifying the biases present in the data they are trained on, leading to discriminatory outcomes. It's imperative that we have a wide range of perspectives shaping the development of AI to ensure that it benefits all of society.

Leon: How is AI changing leadership in the workplace?

Tina: AI has the potential to disrupt traditional hierarchical leadership models. Imagine everyone having access to an intelligent assistant that understands their context and provides expert advice.

Sam Altman champions a similar vision for this sort of AI. AI tools could be trusted confidantes who can push back and offer honest advice, not just voice assistants. Right now, this is restricted by the limited capacity of AI systems to process and comprehend contextual factors as humans can. But if we have access to such sophisticated support one day, the need for traditional leadership roles might diminish.

We need to reimagine what it means to be an organisation and a team. The lines between human and technological collaboration will blur, and we must focus on how these workflows intersect. Leadership may evolve into a more collaborative model, with leaders acting as counterparts within specific workflows rather than overseeing entire teams.

Leon: So, are you saying I'm getting replaced?

Tina: Well, it's a controversial opinion... but quite possibly. To provide some comfort though – while your current job might be replaced, your future job may still be a figment of your imagination.

With the second industrial revolution, we changed the whole work sector, and people shifted and adapted. That's where we created this concept of a C-suite and a hierarchical structure. I don't think people are yet talking about it in the hyperbolic manner that I've just described, but I think that's where we're heading. It's time to blow it up again and rethink how we work and how we "lead."

Leon: What factors do you think have been critical to the success you've had in your career?

Tina: Look, I don't want to sound like a robot, but I've been pretty strategic about my career path. It's been carefully planned, while staying a little flexible to other opportunities.

I've been really methodical about a few things. First, finding mentors has been huge. Second, I've made a habit of documenting my thoughts and feelings about my experiences. Everyone raves about feedback culture, but it's usually about giving feedback to others. What about giving feedback to yourself? That's been crucial for me.

Then, I've built all of that—the mentorship, the self-reflection—into a solid plan—not just any plan, but one that makes sense for my long-term goals.

Sometimes, the really simple steps, when done consistently, are the most effective. So yeah, if I had to boil it down, mentors, self-feedback, and a strong, adaptable plan have been my secret weapons.

Leon: What's the most valuable piece of advice you've received in your career? And how did it help you?

Tina: The most valuable advice came from a former boss, and it's a bit unconventional. He told me, "With any executive, assume they know just as little or less than you do. Never show them more respect than you'd give yourself because your intelligence will always shine through." Now, he put it more colourfully, but that was the gist.

This advice was gold, especially when I was in my early 20s. As a young female SME in Data Science, you often face assumptions about your expertise. People think, "Oh, they're sending 23-year-olds to advise 60-year-olds? What would they know?" That can really make you feel small in executive meetings.

But my boss's advice, which sounds a little more like “F*** they're not that smart!” was spot on. It didn't give me a swollen head or make me want to bluff. It just reminded me that executives seek advice for a reason. They're paying for expertise, and I'm in the room for a reason. That mindset helped me confidently approach these situations and assert my knowledge effectively.

Leon: Can you tell me about a challenging situation in your career and how you overcame it?

Tina: Early in my career, I faced a challenging situation that opened my eyes to systemic biases. I was the Data Science SME on a project, and the director leading it had some cultural biases against women in technical roles. It was blatant - whenever I spoke, he'd turn to my male colleague, who wasn't even the subject expert, and ask if he agreed.

At first, I tried to work within the system, running all my ideas through my male teammate. But eventually, I realised this wasn't sustainable. I found trusted mentors and took the vulnerable step of escalating the issue. It was tough because I was essentially calling out a director, but I knew I needed to ensure my expert opinion was heard and recognised.

The most challenging part? The director admitted to this behaviour when confronted but didn't see any issue. It was a difficult experience but also enlightening. It validated that these systemic structures do exist—they weren't just in my head. Overcoming it taught me the importance of finding allies who can advocate for you and the necessity of addressing bias head-on.

Leon: So, finding good mentors is key?

Tina: Mentors are crucial, but there's more to it. You know, underrepresented groups are often told to fight the power structures. But sometimes, I reckon it's okay to step back and say, "Hang on, that's not my job. I've got enough on my plate already."

Instead of always battling it out myself, I learned to reach out to people in positions of power. It's literally their job to tackle these issues. That was a big mental shift for me. I'm pretty strong-minded, and my first instinct was to fight every battle myself.

And you know what? Learning to be comfortable with that was huge. It doesn't make me any weaker. If anything, it's made me more effective. It's about picking your battles and using your support network wisely.

Leon: What would you do differently if you started your career again?

Tina: Now comes the cliche! I would say yes to more things. Don't get me wrong, I rarely said no, but there were times when my carefully laid plans made me hesitate on some cool opportunities.

Looking back, those spanners in the works? They're never a bad thing. Especially now, when the whole career cycle has shifted. It's actually pretty cool to have a few unexpected twists in your professional story. People like a variety of experiences more than a straight, predictable path.

I mean, I've already said yes to some pretty wild stuff. I once took a semester off uni to sail around on a cruise ship, studying onboard like some real-life "Suite Life on Deck" visiting 11 countries in the process! Then there was the year I decided to study AI Ethics in China. Let me tell you, that one's turned some heads in interviews!

So yeah, if I started over, I'd double down on that approach. Say yes to even more strange, exciting things. Those unexpected experiences? They've changed my life immensely. And in today's world, they're gold dust for your career.

To explore the capabilities of generative AI, this article was produced with the aid of Claude Sonnet 3.5 and Gemini. These tools assisted in various aspects of content generation, including research, drafting, and refinement 🤖.