As technology races ahead, companies like Brex are faced with the challenge of keeping up with the rapidly evolving landscape of artificial intelligence. The corporate credit card company found itself in a familiar predicament shared by many large enterprises – struggling to match the pace of innovation with their traditional and often sluggish procurement processes.
At the HumanX AI conference earlier this year, Brex’s Chief Technology Officer, James Reggio, shed light on how they navigated this complex terrain. Initially, Brex attempted to evaluate AI tools using its existing procurement playbook. However, it quickly became apparent that their prolonged evaluation process was hindering progress rather than facilitating it.
“In the first year following ChatGPT…the procurement process itself would actually run so long that…teams lost interest,”
explained Reggio. This realization prompted Brex to overhaul its approach to software acquisition. The company introduced a new framework for expediting data processing agreements and legal vetting procedures specifically tailored for AI tools.
Reggio emphasized how crucial it was for Brex to swiftly assess the viability and impact of these tools beyond initial trials. This led to the implementation of a
“superhuman product-market-fit test”
where employees actively participated in identifying valuable solutions based on tangible benefits they observed.
“We go deep with the folks who are getting the most value out of the tool…to figure out whether it is actually unique enough,”
noted Reggio. With over 1,000 AI tools at their disposal, Brex has learned to discern between what works and what doesn’t, allowing them to discontinue several larger deployments that didn’t meet expectations.
To empower their engineers further, Brex grants them a monthly budget of $50 each to select software tools from an approved list. This decentralized decision-making process ensures that those directly using these tools have a say in optimizing workflows effectively.
Reggio highlighted how this approach not only aids in understanding which tools are popular but also guides broader licensing decisions based on actual usage metrics across teams. By enabling experimentation and fostering a culture of exploration within its ranks, Brex has been able to adapt more seamlessly to changing technological demands.
In contemplating the chaotic nature of navigating AI innovations, Reggio urged enterprises to embrace this disorder rather than shy away from it.
“Knowing that you’re not going to always make the right decision out of the gate is just paramount,”
he stressed. He cautioned against overanalyzing every aspect and advocated for agile decision-making processes in an ever-evolving landscape.
In essence, by embracing uncertainty and empowering employees to drive innovation through practical experimentation, companies like Brex are not just keeping up with AI but leading the charge towards a more adaptable future where agility reigns supreme.
