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Articles by Chia-Lin
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Chia-Lin S. shared thisI spent most of my career in AI, connected cars, and consumer tech. Nobody expected me to end up running LogicMark, including my own family, but sometimes the work that matters most finds you in the most unlikely places. Grateful to Kara Goldin this conversation. Listen to the full episode here: https://bit.ly/4tS5WwA #Ai #TheKaraGoldinShow
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Chia-Lin S. shared thisWhen we were pivoting LogicMark toward AI and connected care, one of the first things I pushed for was aligning our board's expertise with where the company was actually going. I have AI and IoT patents. I have spent years building products. And so it made sense to me that the people governing a company deploying AI and IoT into healthcare should understand what AI can and cannot do. I bring this up because Axios reported this month that only 39% of Fortune 100 boards have any form of AI oversight, whether that is a committee, a director with AI expertise, or an ethics board. The Conference Board's latest data is even more striking. From 2021 to 2025, the share of S&P 500 directors disclosing technology expertise grew from 20% to 51%. But AI expertise specifically went from 1.5% to 2.7%. Meanwhile, McKinsey found that 66% of board directors say their boards have limited to no knowledge or experience with AI. The numbers matter because AI has become a governance discussion as much as a technology discussion. When your company is deploying AI into products that affect people's health and safety, the board needs to understand what AI hallucination actually means. MIT research found that companies with AI-literate directors outperform their peers by nearly 11 percentage points in return on equity. And so this is also a performance conversation. Boards that understand the technology they are overseeing make better capital allocation decisions and ask sharper questions. What I keep seeing is that the gap between how fast AI is being deployed and how slowly board expertise is catching up is one of the biggest governance risks heading into the second half of this decade.
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Chia-Lin S. shared thisI do something every day that probably sounds a little unusual for a CEO. I call it my one-kindness-a-day practice, and I have been doing it since 2016. The idea came from something I was thinking about regarding Malcolm Gladwell and the 10,000-hour concept. If it takes 10,000 hours of practice to become a really proficient violinist, then it probably takes daily practice to build the muscle of empathy and kindness, too. And so I started deliberately practicing one act of kindness every day. Sometimes, it’s something small, like buying the person behind me a coffee at Starbucks. Other times, it’s committing to spending a lot of time with a young college student to help them learn how to find their first job. The key is that it is not transactional, and you do not do it expecting anything back. And over time, I noticed it changed how I approached everything at work, including how I built products, because when you practice kindness and empathy every day, you start asking different questions about who your customers are and what they actually need. This framework may be unusual for a public company CEO. I sometimes call the One Kindness A Day idea the love child between Malcolm Gladwell and Buddha. If you like the idea of working out and building your kindness and empathy muscles daily, but don’t know where to start, don’t worry, I didn’t either! After years of being asked by a lot of different folks about it, wanting to start but not knowing how, I started @One_Kindness_A_Day posts on Instagram to help. It’s easy to jump in on whichever day you want. Or, if you want to try a structured practice, you can start back at the January 1 post. Each month, I try to build a theme around what “group” of kindness and empathy muscles I’m working on. Please join me as I build out a framework this year and share tips to help folks get started.
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Chia-Lin S. shared thisAARP published their 2026 tech trends report and one number jumped out at me. AI usage among adults 50 and over has nearly doubled in a single year, going from 18% in 2024 to 30% in 2025 and the areas of highest interest are AI health monitoring devices and AI tools for answering health questions. I genuinely found this interesting because we have spent years hearing that older adults will not adopt new technology and that they are afraid of it. What the data is actually showing is that when the technology solves a problem they care about, they use it. The adoption is clearly happening. The real challenge for our industry is building technology that respects how people actually live instead of forcing them to change their behavior and so when I read that 55% of caregivers now use technology to coordinate caregiving responsibilities, I think we are at the beginning of something much bigger than most people in health tech appreciate.
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Chia-Lin S. shared thisWhen the recruiter called me about LogicMark, the pitch included two lawsuits, a potential delisting, and a founding CEO who had been indicted. I remember hanging up the phone and sort of laughing because it sounded like a dare. Then I could not stop thinking about it. I had cofounded LookyLoo before this, and running that company taught me something I did not fully appreciate at the time. When you are the founder, there is no team to delegate to, no budget for mistakes, and nobody else to point at when something goes sideways. I was handling product, marketing, legal, and fundraising all at once because there was literally nobody else to do it. That kind of environment teaches you things about making calls under pressure that years inside a large organization simply cannot. And so when I walked into the CEO seat at LogicMark, a publicly traded company under full market scrutiny, I was genuinely surprised by how much that founder experience mattered. I had the muscle memory of moving fast without a safety net and the instinct to be transparent and communicate often with my board because this company had already experienced leadership that did not do so. The executives I have come to trust most carry some version of that in their background. They all had a moment where the outcome was entirely on them and there was nowhere to hide, whether that was a startup or a turnaround or a project inside a big company where nobody was going to bail them out. That kind of accountability changes how you lead. Once you have felt it, you carry it into every room and every decision after.
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Chia-Lin S. shared thisPhilips just launched AI algorithms for their remote patient monitoring platform aimed at reducing hospital readmissions through real time vital sign analysis. That makes a lot of sense as a starting point because readmissions are where the billing infrastructure already exists, and so large companies will naturally go where the reimbursement pathway is clear. The problem I think about constantly is one step earlier. How do you keep the patient from ever getting admitted in the first place? That means fall prevention, medication adherence, and pattern recognition that catches a health decline weeks before it becomes an emergency room visit. At LogicMark, we talk about this as reactive versus predictive care, and we have spent years working on both sides. On the reactive side, we use multi-sensor validation and what we call a Personal Physics Engine, which basically prevents our AI from generating fall scenarios that are physically impossible for the person wearing the device. You know, grandma is not doing backflips down the stairs in some crouching tiger scenario, and also she lives in a one-story home. And so you ground the AI in real-world constraints so that families trust the technology enough to actually wear it. But predictive care is where this industry needs to go. Using data over time to catch patterns and alert caregivers before the fall ever happens. The challenge is that preventive care does not have a clear reimbursement pathway yet, and so the work we are doing right now, applying state by state and county by county, is slow and unglamorous. But it is the work that actually changes outcomes for the families depending on us.
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Chia-Lin S. shared thisPitchBook reported that startups with at least one female founder raised a record $73.6 billion last year. That looks like real progress until you dig into the numbers. Anthropic and Scale AI alone accounted for more than $30 billion of that total, and if you remove those two companies the record disappears. Meanwhile deal count for female founded companies has fallen four years in a row, which tells you the capital is concentrating into a small number of later stage companies while the early stage pipeline keeps shrinking. I see this firsthand as an LP representative investing into venture capital funds on behalf of a large corporation. The performance data on diverse teams is strong. Boston Consulting Group found that female founded companies generate 78 cents of revenue per dollar invested compared to 31 cents for all male teams. First Round Capital's portfolio analysis showed 63% better performance from companies with at least one female founder. And so the returns are clearly there, but the capital allocation has not caught up to what the data is showing. That is exactly why the #BindersProject exists. It connects women founders directly with funders. More at BindersProject.com. And if you are in a position to allocate capital, one of the most revealing things you can do is ask the people writing the checks how many small deals they are making with female founders. The dollar amount deployed can be misleading because of concentration. The number of deals tells you whether the early pipeline is actually being funded.
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Chia-Lin S. shared thisThank you to American Society on Aging for the opportunity to discuss "Beyond the Panic Button: How AI and Predictive Analytics Are Reshaping Care" today. We had a full house, and I'm genuinely sorry to those who weren't able to grab a seat - sorry you had to stand! I appreciate you being there! To everyone who attended: I'm so glad I got to meet you. The conversations, the questions, the energy in that room—that's where the real work happens. The discussion reminded me why this work matters so much. We're not just building technology, we're rethinking how we support the people we care about. Moving from reactive panic buttons to predictive care means seniors and their families can focus on living, not just managing crisis. #AI and #analytics are powerful tools, but only when they're grounded in something human: the understanding that dignity, independence, and connection are non-negotiable. That's what LogicMark's technology platform is built on. Grateful for everyone in this community asking the right questions: How do we use technology to enable better decisions, not replace them? How do we keep the human at the center? How do we use technology so that we can spend more time interacting with our loved ones, not replacing interactions with AI. Looking forward to continuing this conversation with all of you. #AgeTech #PersonalSafety #MedicalAlerts #ConnectedHome #RemoteCare #HealthTech #Longevity #OnAging
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Chia-Lin S. shared thisI was reading through Harvard Law's top five corporate governance priorities for 2026 this month and the AI section stopped me. I have read a lot of board governance material over the years and this one frames the AI oversight question in a way I think is genuinely useful. The article makes the case that in a world where AI is evolving this fast, staying in discussion mode carries its own risk. And so the emphasis is on moving boards from conversation into actual execution. Most boards already have an AI slide in their deck. What Harvard is pushing for is the operational structure behind that slide. Their practical recommendation is to embed AI governance into existing risk management frameworks rather than creating entirely new oversight structures. That means attaching accountability to a specific person and making sure the response process has been tested before something goes wrong, so you are not scrambling to figure out who is responsible in the middle of an incident. And so once that governance layer is solid, you can actually scale AI across the organization with confidence. I think about this constantly because I run a public company where we are actively deploying AI and machine learning into healthcare devices that people wear on their bodies every day. If our AI generates a fall scenario that is physically impossible for the person wearing the device, that has real consequences for a real family. And so for us, governance is embedded into how we build, how we test, and how we deploy every product we ship. The full article is in the comments. Worth the read.
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Chia-Lin S. liked thisChia-Lin S. liked thisAfter many rewarding years, I’m hanging up my hat as head of publisher partnerships at Everand and stepping into a new chapter���where meetings are optional and the agenda is sunscreen, slow mornings, travel and doing what I can to help improve life in our country and on our planet. I am immensely grateful to brilliant colleagues, mentors, and for the projects that made work feel like play (most days). Excited for more time to live in the moment, unfinished hobbies, and adventures that don’t require a calendar invite. Thank you to everyone who’s been part of my journey so far! —let’s stay in touch.
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Chia-Lin S. reacted on thisChia-Lin S. reacted on thisDoctors carry mandatory malpractice insurance. Lawyers carry professional liability coverage. AI systems making the same life-altering decisions — in medicine, finance, law, and transportation — carry nothing. 56% more documented AI harm incidents in 2024 than 2023. A robotaxi that dragged a pedestrian. A deepfake CFO fraud. A $2.5M discrimination settlement from an AI lending algorithm. I've been thinking about what it would take to build the AI malpractice insurance industry — and why it's both a governance imperative and a $75B market opportunity. Full article ↓AI Malpractice Insurance: The $75 Billion Industry the World Needs — and Doesn't Have YetAI Malpractice Insurance: The $75 Billion Industry the World Needs — and Doesn't Have Yet
Experience & Education
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LogicMark
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Licenses & Certifications
Volunteer Experience
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Founder
#BindersProject
- Present 10 years
Economic Empowerment
I founded #BindersProject to help connect women technology company founders to potential investors (angel, seed, venture) who are interested in helping to support and accelerate women-led businesses. Women founded startups represent less than 5% of all deal flow in technology investment and less than 2% of overall funding. The project is focused purely on fundraising to ensure that women's businesses have the opportunity to grow at what I have coined as the soil stage (tm) and beyond in funding.
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Investment Committee
Alpha Chi Omega Fraternity, Inc.
- Present 4 years 10 months
Education
The Investment Committee support the Alpha Chi Omega Enterprise in providing sound
oversight of the investments of the Fraternity, the Foundation and the National Housing
Corporation. We provide sound financial oversight of the investments of the Fraternity, the Foundation and the National Housing Corporation. -
Advisory Board Member, Masters of Business Analytics
San Francisco State University
- Present 7 years 7 months
Education
The MSBA Advisory Council will advise and support the Dean and leadership of the College of Business in promoting the mission of the MSBA program. The Council provides advice on curriculum to better meet industry needs and provides insight and network to prospective employers of graduates and prospective applicants to the program.
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Mentor: (1) Black Googler's Network (2) Marketing
Google
- 1 year 3 months
I was a senior leader and mentor for two programs at Google aimed to help promote education and diversity in the workplace. I was invited and joined as a mentor for a new Black Googler's Network program and cohort. I was also a senior leader and mentor for the Google Marketing mentorship program and assigned to help mentor marketeers outside of my own team. I have also lectured at the marketing courses at Google for the marketing team.
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Advisor
Urban Planet Educational Institute
- Present 12 years 1 month
Education
Spreading global literacy.
http://www.urbanplanetmobile.com/mobiliteracy-uganda
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Communications Advisory Committee
Alphi Chi Omega
- Present 9 years 5 months
Education
Part of the communication advisory committee helping to build strategy for social media communications for this top national sorority. Alumni mentor for students at the Stanford Alpha Chi Omega chapter.
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Mentor, Organizer for Black Pine Circle School Visit
Google
- Present 11 years 1 month
Education
I organized the visit and 1 day program for Girls Who Code for Black Pine Circle's k - 8th grade girls. Brought together mentors and organized all aspects of the 1 day experience. Goal was to promote more STEM and Computer Science participation.
Projects
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Mentor for Incubators and Accelerators - (1) Make in LA (2) Startup Bootcamp
- Present
I am a mentor for two incubators / accelerators.
(1) Make In LA, a hardware incubator in Los Angeles
(2) Startup Bootcamp
I specialize in Internet of Things (IoT), Connected Car, E-Commerce, SaaS and Digital Media related services. I have been a technology executive for companies such as Google, Amazon's Audible, Harman International's Connected Car business Aha Radio, as well as for venture backed series A - D companies. -
On Digital Media - Co-Host
- Present
On Digital Media is a podcast about the technology, creation, distribution, consumption and monetization of digital media and its effects on traditional media and marketing.
http://odmcast.com/Other creators -
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