I was recently asked, “Which generation is best qualified to lead the implementation of artificial intelligence?” I paused to consider. Is it millennials who understand technology well? Or Gen Z, who are in the prime of their careers?
My answer … Right Here, Right Now? It’s Generation X!
We’re the generation that transitioned the business world into the digital era. We’ve gone from coding with punchcards to managing entire operations from smartphones — and we can do anything and everything in between. We didn’t just grow up around technology, we were the ones responsible for figuring out how to apply it at scale.
I started my distribution career in a branch warehouse on the South Side of Chicago, picking orders with paper and a clipboard. Soon after, we transitioned to Symbol handheld units, and from there, the pace of technological change never slowed. Whether it was new hardware, new software or entire new business models, it was our generation that was handed the tools and told: “Make it work.” And we did.
We didn’t just witness the evolution — we operationalized it. That’s what makes Generation X uniquely positioned to lead in this new AI era. We know the technology, and more importantly, we know the business. In distribution, that combination matters more than ever.
We Made the Systems Work
I was a branch manager during Grainger’s first ERP implementation. I didn’t write code or architect the system, but I made it function where it counted: with the team, in the branch, with real orders, customers, and people depending on it to deliver. Over the years, I helped guide other transitions across operations and customer-facing roles.
When customer expectations shifted, in my Service Center role, I led the rollout of click-to-chat functionality to move us beyond voicemail and email. In 2007 — years before “remote work” became mainstream — I built a fully remote customer support team that delivered measurable productivity and customer satisfaction gains. And in 2019, I implemented one of the distribution industry’s first order and product recommendation engines, helping sales teams make smarter decisions and improve conversions without adding friction.
The point is: My peers and I have lived the technology revolution in distribution, and we are poised to lead this new generation of technology and innovation.
That’s the DNA of Generation X: We take new technologies, make sense of them, align them with how the business really works, and turn them into performance gains.
From Paper to AI: A Lifetime of Operational Context
Over the course of our careers, we’ve moved warehouses from paper-based workflows to real-time inventory visibility. We’ve transitioned sales teams from spreadsheets to CRMs. We’ve upgraded customer service from call centers to omnichannel digital platforms. Every major system you see today in modern distribution has been shaped by Gen X leaders and operators who were expected to figure it out and roll it out.
Now, AI is arriving with similar expectations. But it’s not just another tool — it’s an entirely new form of technology running through operations, sales, and customer experience. And while many are racing to adopt it, only some are equipped to assess whether it’s actually doing what it’s supposed to.
That’s where Generation X is different.
We’ve seen enough technology waves to know that new doesn’t automatically mean better. We’re experienced enough to know when an AI model’s recommendation is insightful — and when it’s just noise. We can spot when an AI-generated forecast doesn’t match the market reality. We can tell when a customer service summary misses the real issue. And we can quickly assess whether automation is saving time or just creating a new set of problems.
In short: We’re experienced enough in distribution to know if the AI is delivering what it’s supposed to.
AI in Sales: Judgment Still Closes Deals
In sales, AI can generate emails, surface accounts and even prioritize opportunities. But AI doesn’t build trust. It doesn’t understand nuance. And it doesn’t know when to challenge a buyer’s assumptions or when to wait. That’s what we’ve spent decades learning how to do.
Generation X sales leaders have sold with only a phone and a customer list. We’ve also deployed CRM systems and built data-driven sales actions. That gives us a rare combination of discipline and intuition — essential for using AI in a way that enhances, not replaces, effective selling.
AI in Operations: Speed Without Stability Is a Risk
In operations, AI is being used for forecasting, procurement, routing and more. But if the data’s wrong, the logic breaks. And if the process isn’t built to support it, speed can actually create more errors.
Gen X operations leaders know the downstream impact of a flawed recommendation. We’ve managed supply chain complexity and system transitions firsthand. That operational insight is key to ensuring that AI doesn’t just look smart in a dashboard but performs under pressure.
AI in Customer Experience: Faster Isn’t Always Better
In customer experience, AI is powering chatbots, email responses and knowledge management. But speed without empathy doesn’t build loyalty. Gen X CX leaders built the service processes that today’s AI tools are trying to replicate. We understand tone, escalation paths and the true drivers of customer satisfaction.
We know when automation helps and when it hurts. That’s how we protect the customer while modernizing the experience.
Generation X: The Layer AI Needs
AI is powerful — but only in the hands of people who know how to guide it.
Generation X has spent 30 years integrating systems, training teams and delivering results across complex businesses. We don’t just implement technology — we operationalize it. We pressure-test it. And we make it produce outcomes.
That’s why we’re best qualified to operationalize AI. Not because we’re chasing the next big thing but because we’ve already proven we know how to make it work.
If you’re a Gen Xer in operations, sales, or customer experience, this is your moment. Not to catch up — but to lead.
Because we understand the technology – and we understand the business.
As Chief Operations Officer of a Distribution Strategy Group, I'm in the unique position of having helped transform distribution companies and am now collaborating with AI vendors to understand their solutions. My background in industrial distribution operations, sales process management, and continuous improvement provides a different perspective on how distributors can leverage AI to transform margin and productivity challenges into competitive advantages.