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I act as a senior, independent partner to founders, boards, executives and investors navigating AI and automation at scale.
Strategic partner to leadership teams shaping products and organizations for enterprise reality.
The focus is on building capabilities that scale beyond early experimentation.
Independent perspective on AI, automation and digital opportunities.
This helps tell scalable value creation apart from hype-driven positioning.
Advisory support for organizations turning AI ambition into measurable outcomes.
The emphasis is on execution discipline, ownership and results.
How work is structured when AI and automation must perform in real enterprise environments. The focus is always the same: ROI, time-to-value and control.
Clarity before complexity. The goal is to find where measurable value is possible quickly and safely.
Execution designed for ownership. Solutions integrate with existing systems and stay adaptable over time.
Production is the real test. Sustained performance needs monitoring, governance and continuous improvement.
I work with established teams and delivery structures that fit the scale and complexity of the engagement, including IAC.AI, the enterprise AI and automation firm I co-founded.
I use the Five Locks to check whether a company owns its AI: model, data, talent, cost and exit.
If a vendor holds four of those five locks, you are not building capability. You are renting a dependency and calling it strategy.
This is not an argument against vendors. Vendors are how you move fast, and moving fast matters. It is an argument for knowing which locks you have traded away, deliberately, in exchange for what.
Can you switch providers without rewriting your applications?
Do your embeddings, evaluation sets, and encoded process knowledge live somewhere you control?
Can your own people modify what is running in production?
Do you know your unit economics per workflow, per token, per resolved case?
What does it cost to leave, in months and in currency?
If your AI reporting stops at output, spending more will only buy you more output.
Set the ladder before you set the budget. Every funded initiative should name, in advance, the outcome metric it will move and the impact line it will eventually touch.
Tickets summarised. Documents generated. Seats licensed. Agents deployed. Output is what pilots report, because output is easy to produce and almost always positive.
Handling time down. First contact resolution up. Cycle time down. Defect rate down. Outcome requires a baseline captured before you started, which is why most programmes cannot produce one.
Headcount reallocated. A contract cancelled. A margin point defended in the audited accounts. Impact is the only tier a CFO recognises without translation.
Outcome focused and use-case oriented. High ROI, scale and time to value.
Multiple patents filed and granted. See the patents.
The thinking behind the Five Locks, in my own essays on ownership and control of AI.
06/10/2026
The one question to ask before any vendor builds your AI. Your AI vendor shipped on time. The agent works. The demo was great.
Read, 6 min
05/08/2026
Three questions to answer before you approve another AI budget. Most AI budgets do not fail at the model. They fail at the part nobody wants to fund.
Read, 11 min
17/06/2026
Outsourcing non-core work can make you faster. Outsourcing business-critical AI can make you weaker. That is the part most companies miss.
Read, 7 minShort answers for founders, boards and investors.
Founders and co-founders, boards and executive teams, investors and VCs, and Fortune 3000 companies taking AI and automation to scale.
AI and automation roadmaps, technology and vendor choices, due diligence on technology viability, ROI analysis and risk. The emphasis is execution discipline, ownership and results.
No. The approach is technology-agnostic, aligned to your environment and operating model.
Yes. Where execution capacity is required, I work with established teams and delivery structures that fit the scale and complexity of the engagement.
With a 30-minute call. No pitch deck. No sales process. A direct conversation about whether there is a fit.
Engagements usually sit at inflection points, where AI and automation decisions carry long-term consequences. All requests are reviewed personally.