Who is Anthony Washington Sr.?

Anthony Washington Sr. is a U.S. Army and Maryland Army National Guard veteran, a coach and official of more than twenty years, and the founder of After Today, LLC. He builds leadership training, athletic recruiting education, and people-first AI systems for student-athletes, families, schools, and organizations. He is based in Pennsylvania and works primarily across Pennsylvania and Maryland.

What does Anthony Washington Sr. do?

He works in three connected areas: athletic recruiting education that gives student-athletes and families a repeatable daily process, leadership training for first-time supervisors and public-sector leaders, and people-first AI and workflow implementation for organizations. He also speaks and runs workshops for schools, teams, and districts.

What is athletic recruiting infrastructure?

Athletic recruiting infrastructure is the repeatable system a family or program uses to manage recruiting — film, academics, communication with coaches, eligibility tracking, and follow-up — instead of relying on exposure events and luck. Anthony teaches recruiting as infrastructure so progress comes from a daily practice rather than a seasonal scramble.

What does people-first AI implementation mean?

People-first AI implementation means adopting AI to improve the work without displacing or sidelining the people who do it. In practice that means starting from the actual workflow, keeping a human accountable for decisions, training staff on the tools they will use, and setting guardrails before scale — not buying software and hoping the team adapts.

Who are Anthony's programs designed for?

Student-athletes and their parents, high school and grassroots coaches, athletic programs, schools and districts, first-time supervisors, public-sector leaders, and organizations that want leadership training or help implementing AI without leaving employees behind.

Does Anthony Washington Sr. provide leadership training?

Yes. He trains first-time supervisors and team leads on the first ninety days, difficult conversations, accountability, and building trust, drawing on his military service, public-sector supervision, and coaching experience. Training is delivered as courses, workshops, and organizational consulting.

How can a school, district, or organization work with Anthony?

Schools, districts, and organizations can book speaking engagements and workshops, bring in leadership training for supervisors and staff, or engage him on recruiting support and AI and workflow implementation. Start on the contact page and say which of those you need.

How can I book Anthony Washington Sr. to speak?

Send an inquiry through the contact page with your event date, audience, format, and location. The speaking page lists topics, session formats, and the audiences he speaks to most often.

Where is Anthony Washington Sr. based?

He is based in Pennsylvania and works primarily across Pennsylvania and Maryland, with virtual sessions available beyond that area.

Home › Blog › The Inherent Fallacy of Staffing Numbers

The Inherent Fallacy of Staffing Numbers

justice · September 26, 2026

Positions appearing on an organizational chart do not necessarily represent the workforce actually available to perform the work.

The Inherent Fallacy of Staffing Numbers

The inherent fallacy is simple: We have confused positions on paper with people available to perform the work.

A staffing report can look reassuring.

Authorized positions.

Filled positions.

Vacancy percentages.

Hiring pipelines.

Those numbers matter.

But operations do not run on authorized positions.

They run on people.

People take leave.

People attend training.

People transfer.

People get injured.

People have administrative assignments.

People retire.

People are technically assigned to a unit while being unavailable to perform the work the staffing number suggests they are performing.

A workplace can therefore appear adequately staffed statistically while employees experience something completely different operationally.

That creates two realities.

There is the spreadsheet reality.

Then there is the Tuesday-at-2:17-p.m. reality.

Leadership needs to understand both.

Counting employees is easy.

Understanding operational capacity requires asking who is actually available, what work must be completed, and whether the available workforce can reasonably perform it.

Unc's Point

Headcount is an accounting measurement. Operational capacity is a working-condition measurement.

The Question

How many people are actually available to perform the work that needs to be performed today?

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