There are two sides to every successful AI initiative. The technical side: the tools, agents, integrations, and systems. And the human side: the leadership clarity, cultural alignment, and behavioral change that determine whether any of it actually gets used.
I focus on the human side. My colleagues at ACG handle the technical build. Together, these two sides of the work are complementary: ACG implements the systems, I make sure organizations are ready to adopt and sustain them.
Most leadership teams have not had a genuine, honest conversation about AI: where it will and won't be used, who owns decisions, what the standard of success looks like, and what happens when things go wrong.
These facilitated sessions create the conditions for that conversation to happen productively. The output is real alignment, not polite agreement, and a leadership team that can move forward with clarity and shared ownership.
Who this is for: Leadership teams preparing to launch or scale an AI initiative, or teams where surface-level alignment is masking real disagreement.
An ongoing advisory relationship for CEOs navigating the human complexity of AI transformation. This is not Chief AI Officer work.
This is the work that doesn't fit neatly into a project scope: the organizational resistance that shows up sideways, the leadership team dynamic that's quietly becoming a blocker, the decision about how hard to push and when to slow down. The thinking that needs a trusted partner who understands both the human side and the AI side.
Who this is for: CEOs who want a senior thought partner, not a consultant with a deliverable, but an advisor who helps them lead more clearly and effectively through a period of significant change.