AI & Technology Strategy
Where should AI actually matter in the business?
Explore product opportunities, automation, emerging technologies, technology roadmaps, build-vs-buy decisions and AI-native business models.
Work with me
I work with founders, executives, investors and organizations navigating decisions where technology, strategy, commercialization and execution intersect.
Sometimes the challenge is clear. Sometimes the first job is figuring out what the real challenge actually is.
If the decision matters, the opportunity is meaningful and there is a willingness to act, I am interested in the conversation.
Bring me the problem you cannot solve with another meeting.
What can we work on?
You do not need to know exactly what type of engagement you need before reaching out. Most conversations begin with a problem, an opportunity or an important decision.
Where should AI actually matter in the business?
Explore product opportunities, automation, emerging technologies, technology roadmaps, build-vs-buy decisions and AI-native business models.
For founders turning an idea, technology or early product into a real company.
Business model, positioning, product strategy, commercialization, capital strategy and growth.
When the technology works, but the path to market is unclear.
Market selection, customer positioning, pilots, strategic customers, pricing, partnerships and go-to-market strategy.
Determine what should be built, what should not be built and where technology can create a meaningful advantage.
Strengthen the company story, investor positioning, fundraising strategy, pitch narrative, milestones and readiness for capital.
For moments when the answer is not obvious.
New markets. New products. Acquisitions. Partnerships. Technology investments. Business-model changes. Strategic pivots.
Independent perspective for investors, family offices and organizations evaluating technology companies, products or emerging opportunities.
Longer-term involvement with companies where there is strong strategic alignment and an opportunity to contribute meaningfully over time.
Ways to work together
One important problem. Focused thinking.
A concentrated working session around a specific decision, opportunity or challenge.
Best suited for
Come with the problem. Leave with clarity on what happens next.
Discuss a strategic sessionGo deeper on a defined challenge.
A short-term advisory engagement around a specific initiative or strategic problem.
This may involve
Best for situations where the problem requires more than one conversation but does not require an ongoing advisory relationship.
Discuss an engagementAnother builder at the table.
Ongoing work with a founder, CEO or leadership team across a broader set of strategic decisions.
The relationship may evolve across
I intentionally keep the number of ongoing advisory relationships limited so I can remain meaningfully involved.
Explore advisoryLong-term perspective.
For companies where there is strong alignment between the opportunity, leadership team and the areas where I can contribute.
Potential involvement may include
Board and advisory roles are considered selectively.
Discuss a board roleSometimes advisory becomes something more.
Exceptional ideas, founders or technologies may create opportunities for deeper collaboration.
That could mean
There is no standard structure for this. The right opportunities tend to reveal themselves through the work.
Start the conversationWhat working together looks like
Tell me what you are working on, what is changing and where you are stuck.
No polished presentation required.
We determine what actually needs to be solved and whether I am the right person to help.
One session. A focused project. Ongoing advisory. Board involvement. Or something else entirely.
The structure should fit the problem, not the other way around.
The objective is to create clarity, make decisions and move the work forward.
Come with
That is enough to start.
What you can expect
I will tell you what I think. Including when I disagree.
The conversation should connect to decisions and execution.
I will ask questions before assuming I understand the problem.
My role is not to protect internal assumptions. It is to offer another perspective.
If I become involved, I care about what happens after the meeting.
A good fit
Probably not a fit
I am probably not the right fit if you need:
I work best when the relationship is close enough to understand the problem and practical enough to influence what happens next.
Before you reach out
You do not need to send a deck or prepare a formal proposal. A few sentences are enough.
Tell me
If there is alignment, we can take it from there.
Start a conversation
Tell me enough to understand the opportunity.
Some of the best relationships begin through people we both know. If we have a mutual connection, an introduction is always welcome.
Connect on LinkedIn →Work with me
If you are building something ambitious, facing an important decision or exploring an opportunity where technology and business intersect, tell me about it.