Most AI transformations fail before they deliver. I help you make the bets worth making — and kill the ones that aren't.
of generative AI pilots produced zero measurable P&L impact in their first year.
of companies scrapped the majority of their AI initiatives in 2025 — up from 17% the year prior.
lost in a single deepfake video call when a finance officer in Hong Kong wired funds to a synthetic CFO.
of enterprises miss their AI infrastructure forecasts by 25% or more — over-provisioning compute they never burn.
The CXO stakeholders I work with don't lack ambition. They lack the truth about which bets will actually compound — and which will quietly burn the next two quarters.
Case studies are being prepared from active engagements.
I'm assembling anonymised write-ups from recent and current engagements — each in the Challenge · Approach · Outcome format, with the numbers that matter and the trade-offs that didn't make the slide.
If you'd like a closed-door reference call instead, ask. The conversations I've had with past clients are more useful than any case card I could write.
Request a reference callA standing seat on your decisions. I sit between founders, the exec team and engineering — turning ambition into specific bets and killing the rest before they consume a quarter.
A defined problem, a defined deliverable, a defined exit. We agree the outcome before we start — and what success looks like on the day I leave.
When neither of the above fits — a CXO mandate, a turnaround, a build-and-handover, an interim CTO seat through a funding round. Shape and duration designed around the outcome the company actually needs.
15 questions. 4 minutes. A ranked breakdown of where your AI programme is most exposed — mapped to 28 documented failure cases across FinTech, Insurance, SaaS, Cloud, and SRE.
I spent two decades inside the kind of institutions that don't get a second chance when the technology is wrong — global banks, wealth platforms, and product teams across multiple geographies. Cores moving billions through them daily, on stacks older than most of the engineers maintaining them.
That's where I learned the only thing worth bringing to a CXO: the truth about which bets will compound, and which will quietly cost you two quarters and a senior hire.
Alongside the enterprise track, I co-founded a startup — the other half of the lens I bring. Founder pace, owner's mindset, and the kind of decisions you make when it's your own capital and your own team on the line.
I don't come in with a deck. I come in with questions. Then I write what I'd do if it were my company, my capital, my team. Because for the engagement, it is.
The first conversation is a working session, not a pitch. Bring the problem you can't quite name. We'll spend forty-five minutes pressure-testing it.
Book a 30-min call →