Extend your AI offer without building every capability in-house
Your clients are asking about AI governance. Your consultants can hold the conversation, but not the one after it.
That second conversation is where accountability, governance and portfolio decisions come up. The client stops asking what AI can do and starts asking who will be accountable for it, and wants a position rather than an overview.
Building that capability internally takes twelve to eighteen months and a senior hire you cannot yet justify against pipeline. Declining the conversation costs you the relationship to a firm that could hold it.
There is a third option: use an external expert who works behind your brand and to your agenda.
Four ways firms use me
To create opportunities
Co-branded AI webinars and lunch-and-learns delivered to your clients and prospects. You bring the audience and own the follow-up. I bring the content and the credibility of someone who advises boards on exactly this. These sessions surface the client who is further along than you realised, which is usually where the next engagement comes from.
To qualify better
I join the executive conversation when the topic goes past your team's depth. Not to sell my own work, but so your firm gives a substantive answer in the room instead of promising to come back. Qualification improves because the client reveals more to someone who understands what they are describing.
To strengthen delivery
I work inside your engagement, from scoping through implementation. Governance design, portfolio prioritisation, decision ownership, and the cross-functional structures that keep the work alive after handover.
To build your bench
I train your consultants so the capability stays with you. The intent is that you need me for fewer conversations next year than this one.
How I appear is your decision
Some firms want me visible. An external specialist signals to a client that you brought in the best available answer rather than the nearest available consultant.
Others want the capability delivered under their own brand, with no external name attached.
Both work. Tell me which you need and the commercial arrangement follows from that.
What stays yours
The client relationship is yours. I do not approach your clients independently, during the engagement or after it. I do not build a competing practice on the back of your introductions.
This is stated plainly because it is the first question a managing partner asks, and it should not require asking.
If that answers the question you were about to ask, the next one is usually which of the four you need first. Find a time to talk.
What I bring to the room
Twenty years leading transformation programmes for enterprise and public-sector clients: governance, portfolio decisions, data and systems architecture, and the organisational change that makes any of it hold. Financial services, healthcare and pharma, energy and utilities, manufacturing, education, public sector. C-level to shop floor.
That work has ranged from company-wide AI adoption and data architecture programmes to short advisory sprints in regulated environments, and it currently includes board-level advisory on where AI decisions sit and who owns them.
Sessions I deliver for client audiences
Where the EU AI Act actually stands after 2026
High-risk obligations deferred to December 2027 and August 2028. Transparency obligations in force since August 2026. New prohibitions arriving in December. Most compliance calendars are now wrong in both directions. What changed, what did not, and what that means for a company still building its roadmap.
Who is accountable when AI shapes the decision
The board-level session. Where AI-influenced decisions are actually made in an organisation, who owns them, and what a board should be able to ask and receive a straight answer to.
Surfaces the client who has no answer yetWhat is already running that nobody approved
Shadow AI: how it enters an organisation, why it is invisible to IT, and what exposure it creates. Uncomfortable for the right reasons.
Consistently produces follow-up conversationsWhere AI deserves investment, and where it does not
How to judge a portfolio of AI proposals when every function has one. Value against control burden, build versus buy, and the sequence that keeps adoption from stalling.
The real cost of AI adoption
Why model prices fall while budgets climb, and why cost per usable result, not per token or licence, belongs in the governance conversation.
Critical thinking in the age of AI
How AI reframes a question before anyone checks the answer, and how professionals keep control of their own judgement.
Delivered as a keynote in German for bbw, June 2026Start with a conversation.
The simplest way to start is one session for your clients. Tell me who they are and what they are asking about, and I will propose a topic.