Austin Chan

Rumius

Co-Founder

Brandengine.ai

LinkedIn Comment AI

Founder

TheLorry.com

Leading backend engineering team with goal of designing TheLorry business applications that scale.

Responsibilities:
- Designing, building, and maintaining the server-side of applications
- Researching technologies that solve business problem with minimum cost
- Leading team members on trying new solutions
- Working closely with DevOps on managing backend services and AWS infrastructure

Technical Team Lead

RemoteGoGo

Building the future of hiring powered by best recruiters from every corner in the world.

I aggregate agencies and individual recruiters around the world in single platform to help remote-first companies hiring the right candidates (who not actively searching job yet) globally.

According to research, around 70% of global workforce are not actively seraching for job online. Reaching the right candidates from this talent pool require different strategy. And recruiters are the person to engage the candidates from this pool.

With RemoteGoGo, employers can access all recruitment agencies and individual recruiters all over the world in single platform. Best part, pay only as you get result.

Jinnie

Creator

Freelance

Freelance Web Developer

Web Developer

I help remote-first company hire undiscovered candidate through purpose-built job board | Software Engineer turned Solopreneur | Hiring? Share your career page 👇

👇 About me 👇

Joined an early stage startup right after graduation, I was part of the first few engineers in the organization. I've lucky enough to lead a small team of 6-8 engineers. Biggest achievement: Together with our team, built and launched a full system for new business product. Six months later, the product helps generate 80% of overall revenue.

Inspired by Pieter Levels and Jon Yongfook, I'm on my journey to pursuit solopreneurship. 

My missions right now:
→ Building Rumius (https://rumius.com) into the go-to data analyst for startup and SaaS teams

Email: austin.serverless@gmail.com

Building AI tools, briefings, and training for the future of work | GoGlobal • Work Edge Daily • Innovative Workspace

Ten years ago I was a payroll analyst drowning in spreadsheets.
Then I built a bot that did my job in 4 hours. That experiment became a career (and a mission).

Today I wear three hats:

📍 𝗥&𝗗 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 at GoGlobal — building AI-powered global workforce solutions.

📬 𝗙𝗼𝘂𝗻𝗱𝗲𝗿, 𝗪𝗼𝗿𝗸 𝗘𝗱𝗴𝗲 𝗗𝗮𝗶𝗹𝘆 — the AI intelligence briefing for CHROs. 3x/week, I translate AI news into workforce implications. No fluff. Just what changed, what it means, what to do Monday.

🌍 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗧𝗿𝘂𝘀𝘁𝗲𝗲, 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝘃𝗲 𝗪𝗼𝗿𝗸𝘀𝗽𝗮𝗰𝗲 𝗖𝗟𝗚 — an Irish nonprofit democratizing AI training. Free GenAI curriculum. 540+ learners. Backed by Google for Nonprofits.

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗯𝘂𝗶𝗹𝘁:

- Product lead at ADP: GenAI anomaly detection that cut payroll errors, freed 4 FTEs
- Rebuilt six-country payroll (7 days → 4 hours) — $12M OPEX saved year one
- Scaled People Ops 200 → 1,200 employees across 12 countries
- 920+ professionals subscribe to my LinkedIn newsletter

𝗧𝗵𝗲 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗹𝗶𝗻𝗲:

I believe AI should make work better for everyone and not just the companies that can afford consultants. Work Edge Daily serves executives. Innovative Workspace serves everyone else. Same mission, different doors.

𝗟𝗲𝘁'𝘀 𝗰𝗼𝗻𝗻𝗲𝗰𝘁 𝗶𝗳:

→ You're a CHRO wondering what AI means for your workforce
→ You're building products at the intersection of AI and work
→ You want to bring AI training to your community or organization

📬 Subscribe to Work Edge Daily: www.workedge.report
🌍 Explore the nonprofit: www.innovativework.space

Alex Kouchev

I spent this week reading about Accenture's new promotion policy.

And I can't stop thinking about it.

Here's what happened:

Accenture started tracking weekly AI tool logins for senior staff.

If you don't log in regularly, 
you don't get promoted to leadership.

They put it in writing. 
Internal email. 
Confirmed to the press.

Same week, Microsoft revealed 
it had to pull 70 engineers offline for three weeks 
just to get them using its own AI tools.

Microsoft. 
The company that sells Copilot.
Let that sink in.

The biggest AI company in the world 
couldn't get its own people to adopt 
without a dedicated boot camp.

And Accenture's answer 
is to count logins.

I've spent 12 years in HR. 
I've seen this pattern before.

Engagement surveys that measured clicks, not culture. 
Safety training that measured completion, not behavior. 
DEI scorecards that measured programs, not outcomes.

The metric becomes the goal. 
The goal disappears.

And almost nobody is talking about it.

Alexis Kouchev

AI x Workforce Strategy | R&D Product Manager @ GoGlobal | AI Intelligence for Executives

Microsoft needed three weeks offline to get its own engineers using Copilot. Accenture is now tracking weekly AI tool logins for associate directors a

Open article: Accenture Is Promoting People for AI Logins. Your Rules Aren't Ready. by Alexis Kouchev • 3 min read

Accenture Is Promoting People for AI Logins. Your Rules Aren't Ready.

Two engineers. Coffee line.
One sentence you weren't supposed to hear: 
"I haven't actually written code since December."

The other one nods. Like this is obvious.

You look them up later. 

Both senior. Both on your highest-performing product team.

Spotify confirmed the pattern this week. 

Their best developers now orchestrate an internal AI system called Honk through Slack. 

Some teams report 90% AI-assisted code.

The skill that got those engineers hired — writing clean, fast code — is no longer the skill that makes them valuable.

Now it's problem decomposition. Prompt architecture. Output judgment.

Your engineering hiring rubrics still test for the old skill. 

Your leveling frameworks still reward it. 

Your compensation bands are still built around it.

The engineers in the coffee line already made the shift. 

Your talent infrastructure hasn't.

The job descriptions, the interview scorecards, the performance criteria — they're describing a role that quietly stopped existing.

Rewrite the rubrics before your next hiring cycle or keep screening for a job your best people already stopped doing?

(How one Head of Engineering rewrote her leveling framework in 3 weeks → comments)

It's 9:14 AM on a Thursday. She's been with the company nine years.

She sat through the all-hands in October. Watched the CEO's AI transformation slide. Clapped in the right places.

Then she walked back to her desk, opened her laptop, and pulled up the same Excel spreadsheet she's typed into every week since 2021.

That employee is not the exception.

SHRM's 2026 Worker Expectations study found that 72% of workers don't expect AI to touch their role in the next five years.

Most leaders read that as denial.

It isn't.

It's a performance review of your organization's execution track record.

Employees have watched two years of AI pilots stall. They've heard "transformation" while their manager still approves timesheets in a PDF. 

Their lived experience says the gap between what AI can do and what this company will actually do is enormous.

And for most of them — in most organizations — that read is correct.

The 72% aren't measuring AI's capability. They're measuring your credibility.

You cannot reskill a workforce that has correctly assessed your change velocity and priced it into their behavior.

Scare campaigns don't close this gap. Neither does another McKinsey chart in a town hall.

The organizations that move the needle are the ones where employees can already see AI changing their specific workflow — in small, daily, undeniable ways.

Do you ship one AI tool into one real workflow this quarter, or do you send another awareness campaign your workforce already knows how to answer?


(What one CHRO did instead of launching another awareness campaign... → comments)

I spent 12 years in HR.
Not once did a CTO send me a video clip about workforce planning.
That changed this week.

Microsoft's AI CEO went on stage and said most white-collar knowledge work gets automated within 18 months.

I watched it twice.

Then I did something I used to do at SLB when a big shift hit.

I opened an org chart and tried to mark which roles were exposed.

I couldn't.

Not because the roles are safe. 

Because the job descriptions were written for a workforce that still hand-codes, still manually reconciles, still builds decks from scratch.

Meanwhile the ground is moving.

→ Spotify's best engineers haven't written code by hand since December. 
→ Goldman moved from AI pilots to production agents. 
→ MiniMax undercut leading AI pricing by 9x. Every tool that was "too expensive" in Q3 isn't anymore.

Eighteen months.

Most org charts don't have a column for "percentage of role already automated."

I built one this week. It took me 3 hours.

Map it now or wait for the reorg to do it for you?

(What I found in the first 30 roles → comments)

Harvard Study Confirms AI Expands Workloads: Your Burnout Crisis Starts Now Harvard Business Review tracked 200 employees over 8 months. AI tools incr

Open article: Harvard tracked 200 workers for 8 months. AI made them work more, not less. by Alexis Kouchev • 3 min read

Harvard tracked 200 workers for 8 months. AI made them work more, not less.

Coffee station. Third floor.
Friday. 8:47 AM.

Two engineers. One opens her Copilot tab
and says to the other:
"I'm doing twice the work now.
At least twice.
AI does the first draft."

Her manager told the team last fall:
"This will make your jobs easier."

UC Berkeley researchers embedded
inside a U.S. tech company
found what that engineer already knows.

AI didn't reduce workloads.
It intensified them.

Workers used AI to go faster.
Managers saw the capacity. Added scope.
And the boundary between work
and personal time started dissolving.

You sold the tool as relief.
The organization deployed it as acceleration.

And the gap between those two promises
is sitting in your next engagement score.

Or your Q3 attrition numbers.

Or in the offer declines
from candidates who talked
to your current employees first.

Reset the expectations
or read about it in the exit interviews?

(What one CHRO said to her leadership team
that changed everything → comments)

Tuesday. IBM's earnings call.
Arvind Krishna says "several hundred" HR workers are gone.
AI replaced them. He confirmed the number publicly.

That's the headline everyone will run with.

Here's what they'll miss.

The same week, IBM tied base pay directly to skills acquisition.
Not a bonus. Not a learning stipend. Base compensation.
Part of a $150B AI and quantum investment.

One move removes the transactional work.
The next move pays people to build the skills that survive.

Most companies I've worked with run these as separate programs.
One team owns the automation roadmap.
A different team runs upskilling.
Different leaders. Different budgets. Different timelines.

IBM shipped them as a single decision.

The CHRO who only automates creates fear.
The CHRO who only upskills creates theater.
The one who does both in the same announcement?

That's the one whose team actually believes the memo.

Tie skills to comp, or keep wondering why nobody finishes the modules?

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