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I am a manufacturing transformation executive with 25+ years of global experience leading…
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Steven Moskowitz shared thisLooking forward to a busy October, starting by sharing that I will be speaking at GBR’s 2nd Annual North American Manufacturing Innovations, MWorX US meeting in Chicago, October 26-27, to help shape the future of Manufacturing. It’s going to be a busy 2 days. I'll be presenting, "Augmented Intelligence: Manufacturing's Next Chapter in a 100-Year Story." You can join the discussion by visiting https://lnkd.in/g-sY9hTb #AugmentedIntelligence #Manufacturing #Innovation #MWorX
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Steven Moskowitz shared thisNo new article today - Martha's Vineyard and family life had other plans for me. 🌅 Sometimes stepping back is the best way to move forward. A few days of salt air, quiet mornings, bike rides, wonderful food, and great company (this pup included) - exactly the reset I needed heading into a busy fall. And a small reminder to everyone to take a moment to step outside, disconnect, and recharge. Excited for what's ahead: I'll be speaking at two industry conferences this October, more details to come soon. Back to regular programming shortly. Thanks for bearing with me! #IslandLife #BrigherPath4ward #Recharge
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Steven Moskowitz shared thisSilos have two causes, not one; but most of what gets written about them only ever names the first. After being inspired to re-read Patrick Lencioni's "5 Dysfunctions of a Team", I found myself reading his "Silos, Politics, and Turf Wars", Gillian Tett's "The Silo Effect", and a stack of the usual leadership-culture explanations, and noticed they all converge on the same layer: incentives, competition, culture. What they don't name is the structural root underneath - where information lives, and where decisions get made. Programs like Unified Namespace and CESMII's i3X are solving the first. Almost nothing is deliberately solving the second. Here's the case for treating them as two separate problems and what it takes to fix the one most everyone skips. 👇 #AIMS #Silos #Decisions #Accountability
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Steven Moskowitz posted thisMonday morning coffee thoughts after a couple of weeks of great conversations about AI in a variety of venues... ☕ Most AI struggles in manufacturing (and, to be honest, in other industries) get labeled a "tech problem." In my experience, it's almost never just that. There are three areas companies get blocked: 💻 Technology: the wrong build/buy/collaborate/vendor decision, or one that was never deliberately made 🔢 Data: collecting more than anyone can act on, with no path from raw numbers to real decisions 🤝 Management: the tools and data are fine, but supervisors and teams aren't using them differently because the processes & management system hasn't kept up If you're not sure which of the three is holding your team back, reply or DM me. I'll ask a few quick questions and tell you honestly where I think you're stuck, and whether I'm the right person to help. What else are you seeing as reasons AI struggles to get adopted? #AIAdoption #AIinManufacturing #Industry4ward
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Steven Moskowitz shared thisAt the recent CDOIQ Symposium, I had the wonderful opportunity to reconnect with David Sweenor (we realized that we worked together, albeit at different locations, on Lean Manufacturing in IBM's Microelectronics Division at the same time). David was there recording his podcast, Data Faces, and I was one of his interviewees. It was a fantastic discussion and gave me the chance to talk (instead of just write) about AIMS and the work I am doing on the management system & people side of the AI challenge in manufacturing. Take a look here for my interview - https://lnkd.in/d2f-b6Cc See the entire series here https://lnkd.in/dDhaaxu5 Thank you David! #DataFaces #Podcast #CDOIQ #Industry4ward #AIinManufacturing #INCIT
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Steven Moskowitz shared thisA quick note to the new faces who've connected with me recently - 👋 welcome. And to those who've been here a while, this is partly for you, so bear with the reintroduction. Over the past several months, I've been writing about a problem I keep seeing on the floor: manufacturing AI failures aren't usually technology failures --> they're management failures. Companies pilot the tools, then watch adoption quietly stall because no one built the operating layer connecting AI outputs to human judgment and accountability. That's the thread running through "A Brighter Path 4ward" and the reason I built AIMS (AI Management System for Manufacturing): a framework for closing the adoption and capability gap that most governance frameworks don't touch. A few ideas that keep resonating with readers: 💡 "Lit Up, Not Lights Out" - enabling our workers is the goal, not replacing them with AI 💡 The supervisor adoption bottleneck - skilled workers quietly abandon AI-augmented tools when there's no management framework for evaluating the judgment behind them 💡 Why manufacturing AI needs wide data, contextualized and operationally grounded, not just more data If you're a CDO, CIO, CDAIO, or plant leader wrestling with why your AI investments aren't translating to floor-level results, I'd love to have you along. And if we haven't formally connected yet - send a request, say hello, subscribe, or drop a comment on what you're seeing in your own operations. Always glad to expand the conversation. #AI #AIinManufacturing #BrighterPath4ward #AIManagement https://lnkd.in/ezyPbJcFpublic_profile__posts
NEWSLETTER
A Brighter Path 4ward
Two paths ahead. One leads to a factory without people. The other leads somewhere better and brighter.By Steven MoskowitzPublished weekly -
Steven Moskowitz posted thisJust finished attending the CDOIQ Symposium and wanted to share my reflections. It was fantastic to reconnect with folks AND meet a whole bunch of new people (a few tagged below & my apologies to those I missed). The conversations over lunch and at the breaks were often as insightful as the sessions themselves. My biggest takeaway (which validates the work I've been exploring in my Brighter Path 4ward newsletter): three years in, the AI value conversation still isn't a technology conversation - it's a management one. A few threads that tied the sessions together for me: ➡️ Nobody has clear answers yet - not on AI value, not on operating models, not on AI governance, not on management systems nor operating models. But there's real consensus that closing that gap will require a genuinely new way of working and leading, not just new tools layered onto old structures. ➡️ The conversation is starting to shift from redesigning workflows for AI to redesigning the organization itself. Our current structures were built for an old way of thinking - AI is a new way of thinking (what I've called "augmented intelligence" before), and that mismatch is becoming impossible to ignore. ➡️ Agentic AI is forcing a reckoning: you can't govern what you can't see, and accountability has to be designed in before you scale it. A few quotes that reinforce the critical role of humans in AI (phrased as best as I can remember) I keep coming back to: 🔹 "AI expands what we can see. Judgment determines what we do." Mark Sutera 🔹 "Don't ask, 'what role should AI play?' Instead keep asking, 'what role should humans play?'" Barbara Cohn 🔹 "Feel without data is guessing. Data without feel is arithmetic." Mark Ramsey, Ph.D. Looking forward to reading what others took away from the week. Dr. Elena Alikhachkina Terry Dorsey, PhD Leigh Felton Peter Aiken Irina Novikova Bill Schmitt Kappu Ramasubramanian (Kappu Ram) Asit (Sunny) Mehra David Sweenor Tom Redman Karthik Ravindran David Sweenor Donna Medeiros #CDOIQ #CDOIQ2026 #AIManagementSystems #AIMS #BrighterPath4ward
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Steven Moskowitz shared thisSame Acronym, Different Job. A fellow AIMRI assessor asked me a good question on a call recently: how does AIMS differ from ISO 42001? Fair question, we even share the acronym after all. But ISO 42001 and AIMS answer two different questions. One proves you're governing AI risk responsibly enough to satisfy an auditor. The other proves your organization can actually use AI well enough that the governance is worth having. You can be ISO 42001 certified and still have a 13% supervisor adoption rate. Here's why that gap matters, and where the two frameworks actually meet. #AIMS #AIManufacturing #ISO #AIGovernance #AIAdoption
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Steven Moskowitz shared thisNew piece up: "Lit-Up First, Lights-Out Later" - a response to EY's recent case for lights-out manufacturing. They're right that the competitive pressure is real. But their own framework quietly admits dark factories still need humans on the audit trail and their roadmap skips the one question that matters most for most factories: on what timeline, and at what cost to the near-term work that's actually available right now? Full piece 👇Lit-Up First, Lights-Out Later: Why Sequencing Beats the DestinationLit-Up First, Lights-Out Later: Why Sequencing Beats the Destination
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Steven Moskowitz liked thisSteven Moskowitz liked thisA promising idea can win a room and still lose momentum before anyone commits to it. I’m interested in what happens in that gap. How do leaders decide which ideas deserve backing, build the case for them, and keep teams moving when priorities compete? At FEI 2026 in Denver, I’m moderating “Why Great Ideas Die—and How Leaders Keep Them Alive” with: Jennifer Price | General Motors Eric Tobin | Trillium Flow Technologies Tripp Hughes | Organic Valley Join us Monday, October 5, 10:45–11:30 a.m. MDT, in the Leading Great Ideas Forward stream at the Colorado Convention Center. If you’ll be there, come find me afterward. I’d love to hear where good ideas get stuck in your organization. https://hubs.la/Q04yB7Dv0 #FEI26
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Steven Moskowitz reacted on thisSteven Moskowitz reacted on thisIn his book “Who Says Elephants Can’t Dance,” Lou Gerstner wrote, “Culture isn’t just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value… What does the culture reward and punish — individual achievement or team play, risk taking or consensus building?” Every organization, whether consciously or not, develops norms and rituals that shape behaviors. In a positive organizational culture, norms and rituals support behaviors that honor the mission of the enterprise. Negative cultures undermine that mission. To change an organization, you need to change its culture. The problem is that culture is made up of things that you can’t see, while behaviors are more obvious. That’s why managers usually focus on incentives to change them, because there is a clear causal relationship: you do these things that we want and you get a carrot, but do other things that we don’t want, and you get the stick. Yet incentives are often problematic. People want to feel they are living up to the standards of the groups they belong to and being the kind of person they aspire to be. The communications professionals in Alberta weren’t trying to undermine the new strategy. They were trying to be the kind of professionals the organization had spent years teaching them to be. Asking people to stop being who they think they are is unlikely to be successful. That’s why if you want to change behavior, you need to redesign the rituals that encode the norms that drive it. Culture changes when people find new ways to honor the mission they already believe in. (Friend link in the comments)
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Steven Moskowitz liked thisSteven Moskowitz liked thisHow it started → How it ended I built my sukkah this year with a pretty simple list: lattice, zip ties, and a bamboo roof. It’s an easy one-person job (although, like most things, easier with two). One of the things I love about Sukkot is how we deliberately leave the comfort of our homes and move so much of life into a simple, temporary structure. We eat there. We spend time with our families there. We invite friends and neighbors in. Community becomes a huge part of the holiday. There’s something beautiful about putting real effort into building something that you know is temporary and then filling it with the things that aren't: family, friendship, tradition and community. Who is coming to hang in the Sukkah?!
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Steven Moskowitz liked thisSteven Moskowitz liked thisAI agents are getting easier to build. Getting business value from them still takes human direction. On Wednesday, September 30, I'm looking forward to partnering with Marquette Business Executive Education, MMAC and leaders from across industries for a free two-hour session on exactly that. Tim Dickson will show how Regal Rexnord is moving from building agents to scaling impact, including a live demonstration of sales and customer experience agents. I'll frame the conversation and facilitate a panel with Sterling Parker, Mick Trevey, and Tim on where agents are creating real value inside their businesses.. You'll leave with a sharper set of questions: What business value are we trying to create? Where does human judgment stay essential? What evidence proves the value is real? Grateful for the partnership with Jim Orheimm, Cassandra Polansky, Andrew DeGuire, and Karen Powell! 📍 Michels Family Forum, O'Brien Hall, Marquette University 🗓️ Wednesday, September 30, 4:00–6:00 p.m. Learn more and reserve your place: https://lnkd.in/guUMWF3A
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Steven Moskowitz liked thisSteven Moskowitz liked thisExcited and honored to chair CDAO Washington D.C. September 23rd, 2026! And especially looking forward to a fireside chat with Subha Madhavan on a topic that is becoming impossible for CDOs and Boards to ignore: AI in the Boardroom. How do we move from experimentation to investment, governance, adoption, and real value? Join Subha and me for what I hope will be a candid and practical conversation. See you in D.C.! Regina Viadro Ajay Dhaul Bernhard Brouwer Dr. Janet Sherlock Alpna J Doshi, NACD.DC Julia Bardmesser NACD (National Association of Corporate Directors) Sanjeev Kumar #CDAO #AI #CDO #AIGovernance #BoardLeadership
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Steven Moskowitz reacted on thisBeing the data nerd I am, this. Just this.Steven Moskowitz reacted on thisI have seen this picture from John Wernfeldt on multiple posts. Yes it is funny but painfully accurate. Speaking with many clients, I hear the same thing again and again. They get swept away by an AI agent demo from one of the many vendors in the market. At first, it feels like exactly what they have been looking for. But what will it run on? How clean is your data? Then the thinking starts. Is our data clean and if not, how do we clean it? Can we use the same AI agent? The important part is to remember that the foundation matters. Many organisations are now getting much clearer on their AI strategy involving special AI teams, and that clarity is leading to an important next step: data remediation, governance, and structure. Because in the end, it still comes down to a simple truth: garbage in = garbage out. So yes, AI agents are exciting. Trust me, i have seen some amazing things which assist me in my daily work, but the real value only starts when the underlying data is reliable enough to support those agents in production. Get the data foundation right, and your AI agent becomes more than a great demo. It becomes something the business can actually trust and use. If you’d like to explore how IRIS Nederland can help you think through your AI questions, feel free to reach out.
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Steven Moskowitz liked thisSteven Moskowitz liked thisMy role is changing. For a little over a year, I've had the opportunity to help people across our organization explore how AI can improve their work. What began as a gap I felt someone needed to fill grew into training sessions, communities of practice, conversations with leaders, and a broader effort to help people become more confident working with AI. My underlying belief was simple: AI should not create the future of work for people. It should help people create their own future of work. That work has meant a great deal to me, which is why this transition has been harder than I expected. If I'm being honest, my ego took a hit. I became deeply invested in serving the entire organization and started to connect my ability to make a difference with the size of the audience I was able to serve. But leadership isn't measured by how many people are within your reach. It's measured by how responsibly you serve the people and mission in front of you. My new role will be more focused. I'll be working with our customer engagement team to help drive meaningful changes in how we support customers, improve processes, and apply AI in practical and responsible ways. The principles that guided my AI literacy work are coming with me: • Start with people, not technology. • Build capability, not dependence. • Use AI to strengthen human judgment, not replace it. • Help people remain in the driver's seat. A lesson from The Need to Lead by Dave Berke that has stayed with me is that leadership is not granted by a title. It is a responsibility to step forward when something needs to be done. I've felt disappointment, uncertainty, and a real sense of loss during this transition. But resilience is not pretending those feelings aren't there. It's deciding they don't get to choose what happens next. I'm proud of what we built together. The AI literacy work was never supposed to depend on one person. Its real success is found in people teaching one another, challenging old ways of working, and creating solutions I never could have imagined myself. Now I have an opportunity to apply those same principles more deeply as we transform the customer experience. What excites me most is the opportunity to bring everything I've learned about AI literacy, change, and human-centered adoption into a team focused on creating exceptional customer experiences. The mission remains the same: helping people think more clearly, work more effectively, and create better outcomes through the thoughtful use of AI. I'm grateful for what we've built together, and I'm energized by what comes next.
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Steven Moskowitz reacted on thisHonored.Steven Moskowitz reacted on thisOn Oct. 26, the UC Irvine School of Social Ecology will celebrate the achievements of seven outstanding faculty members at its inaugural Faculty Awards ceremony. Join us in recognizing Charis Kubrin, Ph.D., Jason Schiffman, Carolina Valdivia, Brandon Golob, Jessica Debats Garrison, Jenny Rinehart, and Elizabeth Cauffman for their exceptional contributions as educators, researchers, and servant-scholars. Discover what sets these honorees apart and how they are making a difference in our academic community: https://ow.ly/vTES50ZOXl9 #AllInForAll
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Method of making conductor contacts having enhanced reliability
Issued USPTO 07480990
Methods for forming conductor contacts provide for etching through a capping layer located upon a conductor contact region within a substrate. A first pair of methods provide for etching through at least a lower thickness of the capping layer with other than a reactive ion etch to provide an exposed conductor contact region. A partially overlapping second pair of methods provides for converting at least an upper thickness of the capping layer to a converted material layer that is removed…
Methods for forming conductor contacts provide for etching through a capping layer located upon a conductor contact region within a substrate. A first pair of methods provide for etching through at least a lower thickness of the capping layer with other than a reactive ion etch to provide an exposed conductor contact region. A partially overlapping second pair of methods provides for converting at least an upper thickness of the capping layer to a converted material layer that is removed incident to providing an exposed conductor contact region. As adjunct to any of the methods, a liner layer is formed and located upon the exposed conductor contact region in absence of an undesirable reactive environment.
Other inventorsSee patent
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Vish Agashe
Vish Agashe
Vish is a software industry professional with passion for world of BigData, Analytics, BI, Social Media, Cloud and Mobile computing. He has expertise in the area of software product development, products management and strategy, M&A due diligence and startups.<br><br>Development Management<br>Onshore-offshore team development<br>Professional Services Management<br>Product Conceptualization<br>Product Engineering<br>Architecture<br>Consulting: Implementation Services<br>Consulting: Products<br>Prodcut and strategy management<br>Customer Success Management<br>Product Strategy<br><br>Specialties: Business Intelligence<br>Analytics<br>Data Integration/Management<br>Data Governance<br>Data Quality<br>MDM<br>Data Modeling<br>Process Modeling<br>ETL Architecture/Management and Development<br>Cloud/On-demand applications <br><br>Industries:<br><br>Hi-Tech<br>Finance<br>Manufacturing<br>Banking/insurance<br>Health care<br>Pharma<br>Services
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