I modernise how companies operate 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 what has to move first. You can see AI changing the shape of the work, and 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 hold non-executive seats at Silverflow (fintech) and CAW Halle-Vilvoorde. Different seat, same problem: governing through structural and technological change means seeing an operating model from the other side of the table.
Tell me what you're trying to change and we'll work out whether I can help, and how.
