I help boards and executive teams decide where AI belongs and build the organizational capability to make it useful.
The AI initiatives I see stall after the tools arrive. The hard part is choosing the work that matters and building an operating model that can learn from it.
That is the problem behind AI upskilling at scale. People learn through real work, and the organization needs a way to spread what they learn.
Two MIT Press books, The Technology Fallacy (2019) and The Transformation Myth (2021), came out of a multi-year research partnership with MIT Sloan Management Review and Deloitte that surveyed 20,000+ executives and interviewed 150+ leaders. That research ended before generative AI arrived. Its central finding didn't: the companies that absorb new technology fastest are the ones that built the organizational capability first. Generative AI has made that finding more important.
Selected client work includes helping Coca-Cola develop AI strategy and executive workshops with Shaw Industries, Holder Construction, and DraftKings. The work has also included a full-day executive program with the World Bank. Broader transformation clients include Walmart, MetLife, International Paper, and Caterpillar. Deloitte has been both a research partner and a direct client. I also lead research with credit unions piloting agentic AI as the Filene Fellow for the Center of Excellence for Design for Digital.
A board that needs a shared point of view does not need the same engagement as a company with dozens of pilots and no evidence. I start with the decision the leadership team needs to make, then recommend the smallest useful engagement.
That may be an executive briefing, an AI Readiness Diagnostic and 90-Day Action Plan, a Super-User Accelerator, or ongoing advisory work.
I also speak to boards, leadership teams, and conference audiences about AI strategy and organizational capability.
The technology will keep changing. The capability is what compounds.