Who It's For
I advise CXOs. That might be the owner who is the whole C-suite, the CEO of a ten-person company, or the CEO of a global one. It might be the chief people officer working out what AI means for the organization. The questions, and the tools for answering them, are mostly the same at any size.
Startup Founder
Your situation
- You are building something ambitious, at any stage, and AI is part of how you build it.
- You are one person, or a very small team, doing every job.
- You need someone who has built things to help you decide what to build next.
The decision you're facing
"Which parts of the business can I build myself with AI, and which need people?"
How I help
I help you with the architecture, the running list of technical debt, and what to build next, the way I coached a first-time founder from her first investigation to a private beta.
The Owner Who Is the Whole C-Suite
Your situation
- You run the business, and you are also its finance, marketing and operations.
- AI could take some of those jobs off your plate, but you don't know which ones.
- You can't afford a mistake that costs you a season.
The decision you're facing
"Which of my jobs can AI take, and which must stay mine?"
How I help
I help you find the one constraint that limits the business, then put AI to work on that and nothing else until it moves.
CEO of a Small Company
Your situation
- You lead a team of a few people and want to grow without adding a layer of managers.
- Your best people are stretched across too many roles.
- Bigger competitors are starting to use AI, and you need a response.
The decision you're facing
"How do we grow without hiring a layer we can't afford?"
How I help
I help you redesign the work around small teams with AI, so each person carries more of the product from start to finish.
CEO of a Large Company
Your situation
- Your board and your industry expect an AI strategy.
- Pilots are running across the company, and few of them change the numbers.
- You need a view of where AI changes your industry, not a list of tools.
The decision you're facing
"Where does AI change our business, and where is our constraint?"
How I help
I help you separate the AI bets that move your constraint from the ones that only speed up parts of the system, and set measures that can't be gamed.
Chief People Officer
Your situation
- AI is changing part of almost every job in your organization.
- Managers ask which roles will change, and how to train people for them.
- You worry about skills that fade once AI takes them over.
The decision you're facing
"What should our workforce and its skills look like when AI does part of every job?"
How I help
I help you design roles, learning and practice so people keep the skills that matter while AI takes the rest. Two of my ideas apply directly: skills handed to AI disappear, and AI lets one person carry a product through every role.
Chief Information or Technology Officer
Your situation
- Leadership expects you to have the AI answer.
- Vendors promise everything, and your team is already stretched.
- You want to build lasting capability, not just buy tools.
The decision you're facing
"Which AI bets are worth making, and how do we build the ability to keep making them?"
How I help
I bring the view I built advising software engineering leaders at Gartner, and help you choose, test and scale with clear criteria.
Chief Operating or Financial Officer
Your situation
- You are asked to show what AI is worth in hard numbers.
- Teams report productivity gains that don't show up in output.
- You need to know where the money should go next.
The decision you're facing
"Why don't our AI gains show up in the results?"
How I help
I help you find the bottleneck that limits output, so the investment goes where it raises throughput instead of where it looks busy.
See yourself in one of these?
If one of these sounds like you, email me two lines.