Crumbl Cookies Chief Operating Officer Reveals Simple First Step to Mastering AI

For leaders in operations and facilities management, proactive AI governance has shifted from a distant IT concern to a core operational competency. But the first step isn’t a massive technology overhaul. It’s a fundamental business practice, creating a complete inventory of all processes using AI across an organization.

That’s the message from Grace Chadwick, the Chief Operating Officer of Crumbl Cookies. Building on her 14-year tenure at Chick-fil-A and prior experience at Burger King Corporation, Chadwick recently completed courses on both AI model building and governance, giving her a rare perspective into both the C-suite strategy and the code behind the AI transformation.

"The most surprising learning was that you need to start making the rules for your organization and don’t wait for the law and governance to come to you. If you start with ethical principles, ask good questions, and create your own framework that you can explain to your board, customers, and employees, then you will already be leading the way. Waiting is not an option," Chadwick says. Instead, her approach cuts through the jargon by starting with a simple first step: a basic inventory.

• In the box: Before you can lead, you must know what you have, Chadwick says. That process means mapping out every piece of AI being used across a building portfolio, from smart HVAC systems and predictive maintenance sensors to the AI-driven security and space-utilization tools that are becoming commonplace. "At a very basic level, AI governance is about first understanding and having an inventory of all AI usage: where it is being used, who is using it, and for what purposes. You also have to start with the premise that AI is being used in the enterprise, whether you know it or not," she explains.

With an inventory in hand, governance stops being a risk-management chore and becomes a competitive advantage, Chadwick continues. By actively engaging with these tools, leaders gain a clearer understanding of the risk and operational impact of automated systems. And organizations can achieve smarter scheduling, reduced downtime, and more predictable budgets as a result.

• Test, question, repeat: But according to Chadwick, the competitive advantage will go to those building the organizational muscle to master the technology right now. "You have to start using AI. Testing it, questioning it, and understanding it. AI is here to stay, and the longer you wait, the further you fall behind in ensuring its output is ethical and aligned with your enterprise values," she stresses.

Yet, a culture of "testing and questioning" is only as effective as the people implementing it. To contextualize this challenge, Chadwick draws a parallel to a familiar struggle with analytics literacy. Despite years of analytics as a prevalent field, literacy is still very low in most organizations. She predicts the learning curve for AI to be even steeper, but the lessons from establishing these programs can serve as a model for the future. "Starting early with a dedicated program will be key for any organization," she says.

• The art of the ask: Ultimately, widespread literacy enables what Chadwick sees as a vital new executive skill. "AI governance and understanding are key skill sets for leaders at all levels. While executives don’t need to be experts in AI, they must understand what to ask their teams to lead properly in an AI-driven world. When it comes to preparation, the future is now," she advises.

When it comes to finding the right balance between technology and humanity, Chadwick says it's a matter of elevating both. "The real value is created by companies that know how to invest in both tech and people in a balanced way. It is the power of a 'yes, and' philosophy, which is a commitment to both tech and people. Those are the companies that will win," she says.

As proof of a better way forward, Chadwick points to Walmart's strategy. "The perfect example is Walmart’s contrarian decision to invest heavily in its people in 2015. But they also have invested heavily in their digital strategy, and as a result, Walmart is winning." The results of that bet are compelling. Since then, staff turnover has fallen by 10%, sales have grown annually, and its stock has more than doubled since 2020. In 2024, for the first time in its history, Walmart landed on Fortune's list of the 100 Best Companies To Work For.

Today, that 'yes, and' philosophy extends beyond simple business strategy, Chadwick concludes. "When we learn how to do both well, we will start thriving personally, professionally, and as a society. Technology is a great accelerator, but it can only be harnessed effectively when we use it to serve our deeper humanity by fulfilling that fundamental human desire to feel valued, heard, and known."