David Scott, Vice President of Software Engineering, has spent his career, his professional life, as a technician committed to innovation, cooperation, and the creation of technology that provides permanent value. Over the past three decades, he has played great leadership roles in a variety of companies, and directs the technology of institution technology and digital transformation initiatives. Scott a Computerworld Honors won the final all over the world in 2005, and his pioneering work won a place in the research archives of the Smithsonian Foundation.
Q: How do you describe the current situation of the automation industry industry?
A: The industry witnessed a slowdown in 2024 until 2025, mainly due to the levels of investment in cooling and re -calibration of the supply chain capacity. We now see signs of V -shaped recovery, attention to AI automation, predictive analyzes, and independent robots.
Q: You have a long history of working in the software industry, including programs used in automation. What are the biggest developments that I saw?
A: It was one of the most important empowerment factors for the last progress in automation and AI, the rapid increase in computing power, as well as a significant decrease in cost. This has made AI’s advanced capabilities more accessible to organizations of all sizes. The automation capabilities can now be published through edge computing, cloud computing or hybrid approach – the more distinctive benefits are provided depending on the application requirements for speed, expansion and communication.
Q: How did your background as a computer engineer help you in your current role in management?
A: My background helped me to sympathize with the technical teams. After I was in their shoes, I understand the challenges facing engineers. This helps me to create a supportive environment that appreciates artistic excellence with the balance of work priorities.
Q: What are the ways in which automation and programs work well together?
A: I recently wrote a blog about thinking about the systems, as it discussed the ability of the well -designed programs to coordinate a wide range of automation through a complete system. By identifying bottlenecks and evaluating the performance of automatic and manual resources, this program plays an important role in improving operations and performing efficiency in general. Every day, my team focuses on providing greater performance than our customers’ automation investments through the smart program that is tenth and builds.
Q: Artificial intelligence has been greatly imposed on supply chains. Where do you think it will have the greatest effect in the end?
A: Certainly, artificial intelligence is surrounded by a significant noise in the area of the supply chain – but below this uproar lies the real capabilities and transformation. Although most organizations have not fully realized this capabilities, I believe that artificial intelligence will eventually become a foundational ability in supply chains.
With technology and data practices improvement, artificial intelligence will enhance decisions, increase operational movement, enable predictive and independent capabilities that traditional systems cannot achieve.
Q: What are the ways in which artificial intelligence affects the design of the amenities in Matthews?
A: Matthews makes significant investments in artificial intelligence to provide improved capabilities to our customers, including prediction, inventory, resource improvement, predictive maintenance, dynamic guidance, material flow, quality guarantee, and improved user experiences. In addition, we benefit from artificial intelligence to increase engineering productivity, allowing us to accelerate the delivery of highly influential solutions.
Q: Many companies launch initiatives aimed at digitizing their operations. Do you have any advice to give them?
A: I recommend focusing on the results, not just tools. It is easy to get the latest technology, but the real value of digitization lies in solving real work problems, increasing movement of movement, and raising customer experience.
If you are not sure how to move on the trip, do not go alone; Bring someone who can help. In Matthews, money is hundreds of projects every year, and we constantly learn and our capabilities along the way. Look for a partner that brings experience on the table so that you can “borrow” their learning curve and speed up your progress.
