Banner with Scott McGowan on Walking before you run

Walking Before You Run: A Practical Path to AI Success in Asset-Heavy Industries

Data and AI Insight by Scott McGowan /

At a glance

  • Start small with targeted, high-value AI projects
  • Build business capability alongside technical expertise
  • Partner with experienced AI and data specialists
  • Treat AI as a long-term strategic transformation

The question I hear most from executive leaders in asset-intensive industries is: “Where do we even begin with AI?”

It’s a fair question. Boards are pushing for innovation. AI is dominating every headline. And yet many organisations still feel lost, unsure of how to translate buzz into business value.

The Wrong Starting Point: AI Looking For A Problem

Too often, companies create an “AI division” without a clear charter, driven by the board’s desire to “do something with AI”. But without defined business problems to solve, these teams end up spinning their wheels.

The right approach is the opposite: start with a problem you already have - especially one rooted in data.

Start Small. Start Smart.

AI adoption should begin by solving a discrete, high-value problem. For example, if you are in mining, utilities, transport, defence or in any asset-centric government operation, ideal starting points include:

  • Work order administration
  • Master data creation
  • Condition-based maintenance triggers

These areas are plagued by inefficiencies and offer a clear return on investment. 

Small wins will equate to big wins, quicker than you realise. One COSOL customer a major Australian rail operator - successfully implemented an accurate, real-time energy forecasting and monitoring system that reduced carbon emissions without affecting ride times. 

Thumbnail of the 'Australian Train Operator' case study
Case Study: Australian Train Operator

Build Business Capability, Not Just Technical Capability

This is not just a tech problem. It’s a business transformation one. Organisations should embed AI within a cross-functional strategy led by experienced and reliable data and AI partners, like COSOL, who understand both the technology and the operational environment.

Think of this like ESG. It didn’t take hold just because boards demanded it. It gained traction because regulations, stakeholder pressure, and evolving values made it necessary. Similarly, AI must be treated as a long-term strategic capability - not a temporary initiative.

But I want to emphasise the word partnership. I was recently quoted in IT Wire saying:

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and added “Your core business is to produce iron, or coal, or copper, or to run trains and provide services to the public.” And I mean that. It makes no sense for a mining company to worry about data science or AI - that's what we do, it’s our bread and butter. Avoid headaches and focus on partnerships, AI isn’t going to become less complex - leave that to folk like us.

Redefine Roles, Rethink The Operating Model

Integrating AI isn’t just about plugging in a tool. It requires redefining roles, operating models, and even job descriptions.

I predict that one day, we’ll have AI agents with job specs and performance reviews.
That’s how deeply embedded these systems will become.

Learn, Fail, Evolve

There will be false starts, and that’s okay. The organisations that succeed will be the ones that treat AI as an evolving capability - learning quickly, adapting processes, and continually expanding where AI adds value.

Because this isn’t about doing AI for AI’s sake. It’s about solving problems that matter.
Start with one. Walk before you run. And soon, you’ll be leading the field.

Where AI Fits At COSOL

At COSOL, AI is not a side project – it runs through our AMaaS solutions. Maintenance scheduling, planning, work management, data governance, master data, and our AI Asset Lifecycle solution all rely on it. But none of it matters without trusted data. That’s the foundation, and it’s non-negotiable.

Board and Management - COSOL, Scott McGowan headshot, part of the Executive Team

About Scott McGowan

Managing Director & CEO of COSOL
Scott is the Managing Director and Chief Executive Officer of COSOL Limited. He is a highly experienced executive manager with a demonstrated ability to lead diverse teams of professionals to new levels of success in highly competitive markets. Scott has over 20 years’ experience in both start-ups and global multinational corporations and possesses strong technical and business qualifications with an impressive track record in strategic planning, business unit development, project management, product development and system engineering strategies.

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