AI and Human Collaboration: NextWave AI’s Winning Strategy for SkillsSnap

Congratulations to Generation1.ca’s Fall 2025 Gold Prize Winning team of NextWave AI, a solo performer Srijan Prakash. Generation1.ca CEO got talking with the winner to share his journey, experience and aspirations for the future. Thank you to the Royal Ontario Museum, Esomar, Humber Polytechnic and our various partners for their contributions to our winner packages.

Kudos!

“A strong and well-structured presentation. The strategy was clearly laid out, providing solid context around the company, the industry landscape, and the rationale for change. While the language was occasionally a bit elaborate, the problem definition and research approach were well presented. Time was effectively balanced between introducing the problem, outlining the methodology, and explaining the findings.

The use of case studies added depth and credibility, though the recommendations—beyond the ideas of strategic repositioning and hybrid models—could have been more specific and actionable. The inclusion of success metrics was another clear strength, as was the articulation of the shift from competing on cost to emphasizing value that DIY tools cannot replicate.

The response to the question on customer profiling was particularly strong, demonstrating a clear ability to translate strategy into actionable insight. Overall, an impressive and thoughtful effort—especially commendable as a solo presentation.”

Jury Feedback Comments on Team NextWave AI

Career Journy and Aspirations: Can you share your career, educational, and professional journey so far — and what inspired your path toward innovation and analytics? What would your ultimate dream role or next big milestone look like?

Srijan Prakash (SP): I moved around quite a bit as a kid but ultimately, I pursued my secondary education in Sanskriti School, New Delhi and my time there was transformational to say the least. It is where I grew the most as a person and formed how I communicate and perceive learning. I have always been a person with a curious outlook on life and in my case, it had a lot to do with technology and how it worked which led me to pursue my Bachelor’s degree in Computer Science from Symbiosis International University, Pune where I was able to push the boundaries of what I thought I was capable of achieving. Professionally, my time with EY in the technology consulting department was a great introduction to the corporate world and my mentors had a great influence in teaching me and driving me to learn as much as I could about transforming technology to make an impact. One of the biggest driving factors for me is to create something innovative to make an impact on the world and working with analytics is my plan moving forward to achieving that goal because I believe that I have an affinity to analyze and look at the nuances of the numbers to find elements that I am able to capitalize on. My ultimate goal would be to have a role that allows me to come up with innovative solutions that influences and helps people in a fruitful way.

AI Adoption & Strategic Discovery: In exploring DIY AI tools for SkillSnap, what surprising user behaviours or adoption trends did you uncover, and how did those insights shape the core of your winning strategy?

SP: AI done well means knowing where people excel alongside technology. Machines crunch numbers like nobody’s business – quick analyses, hidden trends, colossal datasets are no problem. However, when imagination matters? People excel because they dream up possibilities, probe assumptions, then link those thoughts – something machines just don’t do. SkillSnap operated by a simple idea. Rather than striving to fully automate everything, we chose teamwork; artificial intelligence handled details while people sparked new ideas. It wasn’t about taking over jobs; instead, it aimed to sharpen understanding – allowing folks to envision bolder possibilities. With machines tackling the detailed work, humans gain space for big-picture thinking, connection, also innovative solutions. Essentially, we built systems to handle number crunching automatically, yet left understanding up to people. Data reveals events; individuals determine significance then act. Achieving a good mix of speedy tech alongside thoughtful minds.

Breakthrough Moment: Every project has a defining insight. What was the biggest “aha moment” or turning point during your process — the one that made you and your solo team realize you were onto something truly impactful?

SP: Only around 9 out of 100 businesses applied AI to people operations or money management, even though everyone else seemed onboard. Considering these areas involve significant stakes alongside potential trouble with rules and reputation, this oversight felt like an opportunity worth pursuing. It became clear when our initial design slashed mistakes almost in half: combining automated systems alongside people wasn’t simply about efficiency; rather, it reshaped how businesses could depend on artificial intelligence.

Balancing Human and Artificial Intelligence: How did your team design SkillSnap’s approach to combine automation with human expertise in ways that build trust, demonstrate empathy, and ensure long-term client relationships?

SP: Initially, our goal wasn’t to build machines to take over, but rather tools to help folks do their jobs better. The idea was tech acting as a collaborator, quick, straightforward, valuing what people think. Therefore, we pinpointed areas ripe for automation, things like endless data work, while recognizing humans excel at understanding feelings or connecting with clients.

Our work started with a focus on believability. Each automatic step included reasons for its advice or result, making things understandable. This openness allowed individuals to confidently use the system, knowing how it functioned rather than merely accepting that it did. The machine did the heavy lifting, sorting data, spotting trends, however people ultimately decided what mattered. It highlighted things, yet we connected those findings to how life actually is, considering feelings too.

We built everything thinking about how people would actually use it. Each decision hinged on whether it helped or hindered someone doing their work. When unsure, we stripped things down until they were simple. Eventually, a pattern emerged: let artificial intelligence handle the details while people provided insight. This became how we fostered lasting confidence with those we worked alongside. They noticed not simply automated processes, yet a partnership, tech boosting what people could achieve, rather than taking over.

Data Ethics & Responsible Innovation: Which data sources or benchmarks most guided your decision-making, and how did you ensure your recommendations reflected transparency, fairness, and accountability in AI?

SP: We based choices on insights gleaned from Deloitte, KPMG, likewise the OECD’s guidelines for artificial intelligence. Each suggestion included straightforward descriptions, a record of changes, moreover tracking of updates. To ensure impartiality, we measured our system using guidelines from NIST. We prioritized openness alongside adherence to regulations. Moreover, test databases vanished once authorized, safeguarding personal information.

Storytelling & Influence: Your presentation stood out for its clarity and conviction. How did you refine your narrative — from trailer to final pitch — to communicate a complex disruption challenge in a way that inspired both judges and peers?

SP: Initially, artificial intelligence felt scary, therefore our priority became sharing stories. First attempts sounded like instruction manuals; consequently, we changed how we spoke about it. Instead of “machines taking over,” we emphasized gaining control. Ultimately, we presented AI as a supportive guide, assisting people navigate this new landscape. Instead of complicated terms, we opted for clear visuals displaying real results. This straightforward approach resonated with both the panel as well as those in our field, forging a genuine link to what we communicated.

Leadership, Teamwork & Growth: What moments of debate, creativity, or leadership most shaped your work dynamic — and how has this solo experience changed your perspective on what future-ready leadership looks like in an AI-driven world?

SP: Working alone taught me how to guide things by working with others – bouncing thoughts off experienced people, hashing out what felt right, then actually listening when they pushed back. Steering technology these days isn’t about being bossy, but instead thoughtfully choosing what gets built, always keeping a human perspective front and center.

Vision for the Future & Generation1.ca’s Role: As a Gold Prize winner, how do you envision using this experience to advance your career and community impact — and what do you hope Generation1.ca continues to do to empower global talent, immigrant innovators, and ethical AI leaders?

SP: Getting that Gold Prize bolstered my belief in uniting what people can do with thoughtful artificial intelligence. My aim is to guide people building businesses while ensuring they create AI focused on people and principles. Generation1.ca fostered a space where worldwide skills meet conscientious invention. It deserves to remain a launchpad for individuals wanting to build trustworthy careers for tomorrow.