A recent Fortune article claimed AI hasn’t replaced executive assistants. Instead, it’s promoted them, turning the best into proxies for their executives. We asked EAs across Australia whether that rings true here.
A shift in speed, not scope
For Tammy Tantschev, executive assistant to a CEO, AI has changed how she works without changing what the role fundamentally is. “AI has improved the speed and quality of many routine tasks. Rather than leaving me with less to do, it’s enabled me to contribute more and focus on my higher-value work,” she says. She’s leaned into it deliberately, joining AI pilot groups and championing adoption across her business.
EA Melanie Gittany describes a similar shift, but a more dramatic one. “Two years ago, I would not have expected AI to become a meaningful part of my role. I was confident in my capability and did not initially see a clear need for it,” she explains.
“That has shifted significantly. My executive is increasingly able to rely on me for higher-value outputs – executive summaries, speaking notes, concise analysis of complex documents – that would previously have required substantial senior input. AI has lifted the standard of my outputs and deepened my understanding of the business.”
Operations manager Maddie Hompot’s experience has been more mixed. “AI has definitely changed my role in the past 12 to 18 months. I’ve taken on more responsibility and tasks. And I’m doing things faster than before, which has created unrealistic expectations for output.”
Candice Burningham, founder of Admin Avenues and vice-president of the Australian Institute of Office Professionals, sees a broader shift under way. “I’m spending less time creating first drafts, researching or pulling together information, and more time on strategy, decision-making, partnerships and building communities,” she says.
“AI doesn’t work on its own. It needs someone to guide it, challenge it and know what good looks like. In many organisations, that responsibility has naturally fallen to admin professionals, because we’re already experts in systems, workflows and making things happen.”
Recognition versus a rising bar
Melanie sees the visibility of her role increasing alongside the work itself. “I’m transparent about how I use AI, and the quality, pace and breadth of the outputs I can now produce are evident to my executive and broader team. Rather than reducing recognition, it has reinforced the value of strong executive support – particularly when AI is used with sound judgement, context and discretion.”
Tammy is more measured on the question of pressure: ” Any pressure I’ve felt has mostly been self-imposed because I want to stay ahead of the technology.” She believes most organisations, including her own, are still in an adoption and education phase rather than one where performance expectations have shifted. She thinks that’s the right order of priorities.
Maddie is more sceptical. “I definitely receive recognition with the new work I’m doing. But I don’t think that’s the critical thing to discuss. If the bar of productivity keeps being raised in response to AI assistance, workplace expectations and boundaries will become unsustainable.”
She points to a broader pattern beyond her own role – a society that already prizes productivity over most things, now accelerated by AI, with environmental cost and global inequality in its wake that she believes gets too little airtime.
Candice agrees the opportunity comes with a catch. “Many are now expected to become the AI champion in their organisation and train others, often without additional recognition or investment in developing those new skills. That’s something we need to address in Australia.”
Overstated, or just complicated?
Melanie’s view sits between the two ends of the debate. “That description broadly reflects my experience, although I think the reality is more nuanced,” she says.
“The EA role was already evolving before AI, with greater emphasis on judgement, influence, prioritisation and strategic partnership. AI has accelerated that shift, but the extent to which an EA can operate as ‘more executive’ depends heavily on the executive they support, the trust in that relationship and the broader culture around the role.”
Tammy is more direct: “The best senior executive assistants have already been strategic for many years. AI does not make us ‘more executive’, but it should amplify what great EAs already do.”
Maddie sees it as more complicated than a simple before-and-after. “We use a myriad of AI tools, but it still requires the final yes from my executive. It’s opened space for her to thrive in other areas, but I don’t think it has shifted my role into more executive.”
Candice questions the premise itself. “It’s time we reconsider the title ‘assistant’ altogether. It no longer reflects the complexity, influence and commercial value of the role. I don’t believe we’re becoming ‘less assistant, more executive.’ I believe we’re becoming operational leaders and strategic business partners who happen to support executives. AI is simply accelerating that evolution.”
The training perspective
Lindsay Taylor, director of Your Excellency, which provides specialist learning for the profession, offers a view from outside the day-to-day of the role itself. “AI is no longer a future concept. It’s already reshaping how leaders consume information, make decisions and manage time. For executive and personal assistants, understanding AI is not about replacement but about elevation,” Taylor says.
Where that leaves things
Five perspectives and no single verdict – this could be the most honest answer of all. What comes through consistently is AI amplifying strengths and habits strong EAs already had, alongside real questions about pace, expectations, recognition and where the line sits, that are still being worked out.
