Adam Gonnerman

In a few blog posts here recently I've attempted to share what we can expect with the coming burst of the AI bubble . I think it's a matter of "when," not "if." The clip below explains the consequences of the end of the AI bubble in simple and direct terms. What bothers me about it, besides its inevitability, is that I can't think of what to do to protect myself from the aftermath.   

The most interesting concept I’ve learned about in the past month is “enshittification,” a term coined by Cory Doctorow . He uses it to describe the predictable decline of digital platforms: first they are great to users, then they shift to favor business customers and advertisers, and finally they extract maximum value for shareholders, often degrading the experience for everyone else in the process. The term is blunt, but the framework is sharp. It gave language to something I’ve observed repeatedly in media and technology organizations: product decisions that begin as user-centered gradually become revenue-optimized, and eventually erode trust, quality, and long-term viability. Related to that, I’ve been following Doctorow’s arguments about a potential AI bubble, his view that massive capital is flowing into AI in ways that may not be sustainable relative to real, durable value creation. That perspective helped me separate two things that are often conflated: genuine technological...

 About eleven years ago, I read a book on Positive Psychology that, at the time, had nothing to do with program management or technology delivery. One idea in particular stayed with me: the notion that some people are simply born more prone to depression, that they “did not win the cerebral cortex lottery.” The framing was direct and compassionate. It suggested that for many individuals, depression is not a failure of discipline, mindset, or effort, but a biological predisposition shaped by genetics and brain chemistry. That insight fundamentally changed how I viewed both mental health and human performance. Professionally, it shifted how I interpreted behavior on teams. Before that, I might have unconsciously attributed low energy, pessimism, or withdrawal to disengagement or attitude. Afterward, I became far more careful about separating observable outcomes from assumed intent. I learned to ask more questions, create psychological safety in one-on-ones, and normalize conversatio...

In May 2020, I founded Uberlândia Development Initiatives (UDI) to support the community of Shopping Park in Uberlândia, Brazil—an under-resourced neighborhood of roughly 40,000 residents in a city of more than 680,000. While Uberlândia is a regional hub with a strong university system, public transportation, and economic opportunity, Shopping Park developed for decades without consistent access to basic infrastructure such as sanitation, asphalt, and nearby services. I was particularly moved by the work of Centro de Formação Comunitário São Francisco de Assis (Estação Vida), a community center serving more than 150 children daily with meals, tutoring, sports, music, and life-enriching programming. I established UDI to raise the center’s profile internationally and create a secure, structured way for supporters in the United States and beyond to contribute. I dedicated significant time to forming the nonprofit, navigating the legal process to obtain 501(c)(3) tax-exempt status in Dece...

Once when I was in a role supporting a multi-market digital release I was facilitating a meeting that had quickly become circular and unproductive. Engineering was discussing technical dependencies, product was focused on feature completeness, and regional stakeholders were raising compliance concerns. All of this was being discussed at the same time, with people occasionally talking over one another. Each group was using different terminology and optimizing for different risks, which made it difficult to determine what decision actually needed to be made. The conversation kept expanding instead of converging. What to do? I paused the discussion and reframed the session around three concrete questions: What decision are we making today? What constraints are non-negotiable? What options are truly on the table? I then captured each group’s concerns in plain language on a shared Google document, grouping them under timeline, compliance, and technical risk. This structure made overlaps a...

The following is the minimalist RPG system I discussed in my post yesterday. My teammate in creating this was named Maria, per her email address, but I don't have her last name. If that ever becomes available, I'll update it here. 

While pursuing my Master’s degree at Salve Regina University , I collaborated with a fellow student on a class project to design a minimalist tabletop role-playing game. Role-playing games (RPGs) are collaborative storytelling games in which players take on fictional characters in a shared world. One participant—often called the Game Master—describes the setting and challenges, while the other players declare what their characters attempt to do. Outcomes are typically determined by simple rules and dice rolls, blending imagination, strategy, and chance. Our goal was to create a system simple enough for beginners but structured enough to feel meaningful. I initially sketched a rules framework built around four core attributes—Strength, Agility, Intelligence, and Charisma—using a single six-sided die to resolve actions. Players would choose streamlined classes like Warrior, Mage, Rogue, or Healer, each interacting differently with combat and problem-solving. The system emphasized fast e...