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The pitfalls and opportunities of AI
Aaron Woods delivered a workshop at the National Optical Conference on how optical practices and LOCs can harness artificial intelligence
19 June 2025
Aaron Woods detailed the practical applications of artificial intelligence (AI) technology within the optical sector during his workshop presentation at the National Optical Conference (18–19 May, Hilton Birmingham Metropole).
Woods, who has more than 25 years’ experience as a chief information officer in the charity and membership sectors, outlined different categories of AI – including machine learning, agentic, large language models (LLMs) and generative AI.
He explained that machine learning covers developments such as analysing medical scans and detecting fraud by identifying transactions that do not match a pattern.
Another example of machine learning is behaviour prediction – for example, by suggesting products that a person may like to buy.
Woods outlined that agentic AI covers a range of customer service and technical support applications, while LLMs answer questions and summarise data.
AI that provides an image from a written description, or transforms a written article into a podcast, were provided by Woods as examples of generative AI.
Woods highlighted that there is potential for optical professionals to use AI to enhance their personal productivity.
However, he encouraged conference delegates to be mindful of data security and ownership when using AI tools, such as ChatGPT and transcription services.
Woods highlighted that instead of thinking of these tools as a private conversation, it is better to treat information shared with AI in the same way you might a post uploaded to social media.
“That doesn’t mean that these AI tools are taking your data and chucking it out on the internet. But these algorithms are using your data to learn,” Woods explained.
He shared that data protection and commercial sensitives should be kept in mind – for example, a practice director should pause before putting their accounts into ChatGPT and asking for the most productive year.
“You have to be really careful about what you are sharing,” Woods emphasised.
“One of the issues with AI is that you can do some great things but you are potentially giving up your intellectual property,” he said.
Wood highlighted paid AI tools often provide more data protection as part of their service.
Wood emphaised the need to be mindful that some AI tools will pull information from different organisational software.
He shared a cautionary tale of an executive assistant who used AI to create a summary of the minutes from a meeting and was puzzled when the AI repeatedly referred to one staff member using a rude word.
“The theory was that two people were talking to each other directly in what they thought was a private online conversation during the meeting and referred to the person using rude word,” Woods explained.
“AI is listening, it is watching, and it will pull all these things together,” he added.
Woods highlighted that text drafting tools, such as Microsoft Copilot, can be useful in pulling out the salient points of a document and providing prompts on how to reply.
However, this should be balanced against the time it takes to edit the suggested response to ensure that it maintains the right tone of voice.
He observed that while AI can be helpful in taking minutes for straightforward meetings, humans are often still better at capturing the feeling in a room and knowing what to leave in and leave out.
Woods briefly outlined some of the ethical considerations around AI – including the use of other people’s source material as training data, the workforce effect of junior roles being taken by AI, and the environmental impact.
He added that the digital sector as a whole is responsible for more carbon dioxide emissions than aviation. In Devon, the heat coming off a data centre is used to heat a local pool.
Woods emphasised the need to take a considered approach to using AI in practice.
“We are at a gold rush point with AI where lots of people are going to make AI but it’s not necessarily going to be productive,” he said.
“Think of what the question is before you figure out that the answer is AI. Use AI sparingly for the right reasons,” Woods highlighted.
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Don Williams19 June 2025
Aaron has delivered a clear and balanced overview of the practical uses of AI in the optical sector and I fully agree that its potential to boost productivity and efficiency is immense when approached sensibly. AI should not be seen as replacing our intelligence but rather as extending it, much like smartphones have become extensions of our memory and connectivity. For most of us, imagining daily life without AI-driven tools will soon feel as unimaginable as functioning without our phones today.
That said, Aaron rightly points out the need to stay mindful about data security and intellectual property but I think an equally pressing consideration is the environmental cost. Running vast data centres to train and power AI systems demands staggering amounts of energy and water, often with an overlooked carbon footprint that, as noted, exceeds that of aviation. This has pushed some nations to pivot towards nuclear energy to sustain AI’s appetite for power; a complex trade-off between technological progress and environmental stewardship.
Despite this, I firmly believe the direction of travel is clear: AI is here to stay and disengaging from it will become impractical, if not impossible, as it weaves itself deeper into our professional and social fabric. The sensible approach is not to resist but to use AI judiciously, to augment our own skills and judgement while advocating for sustainable ways to fuel its growth.
As someone currently pursuing a postgraduate degree in AI (MA), I can say with confidence that the period between 2025 and 2030 will mark a transformative explosion in AI capabilities, integration and societal impact. This isn’t just about smarter algorithms or clever apps , it’s about AI permeating every aspect of professional life, from diagnostics in optometry to the way we plan, communicate and make decisions across sectors.
The risk for individuals and organisations alike is that without a basic fluency in how AI works and what it can (and can’t) do, they may find themselves left behind, outpaced by competitors who can deploy these tools creatively and responsibly. To thrive in this AI-enhanced era, we need to approach it not as a threat to human intelligence but as a powerful partner to it, always mindful of its ethical, environmental and social implications.
Used wisely, AI will not replace the nuanced judgement, empathy, and critical thinking that define us as professionals and as humans, instead, it will amplify them. The key is to stay informed, stay curious and ensure that we shape AI to serve us not the other way around.
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