James Brookens is the Chief Information Officer at The Peterson Cheese Company, a specialty food importer and distributor that partners with retailers and manufacturers across the United States. With two decades of experience at the company, James has been responsible for implementing and overseeing every major technology initiative across its operations. His background combines deep technical knowledge with a strong focus on people and process, shaping his belief that successful digital transformation depends as much on leadership and empathy as it does on innovation. At Peterson Cheese, James continues to lead with a people-first approach, helping employees adapt to emerging technologies while ensuring efficiency and collaboration remain central to the company's culture.

• How Peterson Cheese uses generative AI to streamline sales operations

• Why change management can be more challenging than new technology

• The importance of open communication during digital transitions

• How to reduce fear and build trust around automation and AI adoption

• Leadership lessons on promoting and mentoring technical talent

• The value of empowering staff to work smarter with technology

• Why human connection remains essential in an automated world

James Brookens reflects on twenty years of transformation at The Peterson Cheese Company, where he helped guide the organization from early technology adoption to the integration of artificial intelligence. He shares how his team built a GenAI-powered chatbot that helps sales representatives instantly generate detailed product spec sheets from a database of over 5,000 items. "It strictly uses RAG, so there are zero hallucinations," he explains, emphasizing the importance of accuracy when applying AI in a food distribution environment.

While the technology has been a success, James highlights that implementing change is often more about people than software. "The technology side is so much easier than the people side," he says, discussing how he works to educate staff, encourage adoption, and maintain engagement. His leadership approach centers on understanding and listening to employees, ensuring they view AI as a tool that empowers them rather than a threat to their roles.

James also speaks about leadership development and mentorship within technology teams. He believes managers have a responsibility to help team members succeed after a promotion. "If somebody is floundering and they're not being successful in the role you put them in, that's on you," he says. For James, leadership means patience, guidance, and a willingness to invest time in others' growth.

He concludes by reminding listeners that technology should always serve people. "At the end of the day, we are all just people. We're not going to be replaced by a team of robots. We do matter. We are important." His words capture the balance between innovation and humanity that defines his leadership philosophy.