I get companies ready to run for the AI age — the operating model first, the AI after.
I work with companies where the way the organisation is put together has become the thing holding it back — established businesses built for a different era, and scale-ups that have outgrown how they started.
Some companies need a clear read on where to start. Some need senior judgement alongside the team already doing the work. Some need someone to take it on and run it through.
Same capability at every depth; what changes is how much of the work I take on.
A structured read on where your operating model is — and isn't — ready for the AI age, and on what has to change first. You can see AI changing the shape of the work, but you're not convinced the pilots are getting you there. Before committing the organisation to anything, you want a clear-eyed view of what to change and in what order.
Diagnostic details:
Senior sparring partner to you and your leadership team, on a regular rhythm, through the transformation. You own the change and you have the people to run it — what you want alongside you is judgement from someone who has done this before and tends to see the trouble earlier than the team can.
In practice: a regular working rhythm with the people running it, decisions pressure-tested before they get expensive, and presence at the moments that actually decide the outcome.
Typically three to six months, renewable. I'm not running the programme, you are. If what you need is someone to own the outcome, that's the next depth.
I join your executive team on a defined mandate, in an interim or fractional role: redesign how the company operates, then see the change through.
You have a strategy, or a board mandate, but no one senior is actually owning the plan's execution. The gap isn't intent and it isn't analysis — it's capacity. Redesigning how a company operates needs someone senior, full-time, and who has done it before. That is the job I take.
What you get: a named outcome, a time-boxed mandate, and an exit agreed before I start. The role is titled per mandate — Chief Transformation Officer is the usual shape. The redesign happens with your team rather than in front of them, and I stay through the part that usually fails: the new way of working actually running, the old one stopped, and your people are able to maintain it without me.
Tell me what you're trying to change and we'll work out whether I can help, and how.
