What I do
Five service lines. Three engagement shapes. One fixed-fee diagnostic to start without committing to a full mandate.
What you're engaging to close
These engagements exist for the executive accountable for that gap. If that is not the problem you are facing, the routes on the Engage page are a better fit.
Typical triggers
An AI investment case going to board without validated baselines from prior initiatives
A programme in flight where the outcome line has broken and no one owns re-establishing it
An agentic AI portfolio scaling without one accountable owner across the domains it touches
Three or more AI initiatives running to their own success metrics with nothing tying them to a P&L number
A CFO or SteerCo asking why AI spend keeps rising and the outcome report keeps saying the same thing
28%
AI use cases meet ROI expectations
20% fail outright
Gartner, 2026
<1%
Executives reporting AI ROI of 20% or greater
53% report returns of 1 to 5%
Forbes Research, 2026
5%
Enterprise AI pilots produce meaningful revenue impact
Across 300+ real deployments
MIT NANDA, 2026
Five service lines
Each service line is scoped and priced independently. Start with the one that fits the problem. Add the others only if it works.
Independent challenge and assurance for AI investment cases and transformation decisions that reach the board.
Why it matters
Cases funded on unvalidated baselines hand the board the exposure.
Commissioned by CEO, COO, CIO, CTO
Discuss →Value validation before spend: where AI moves a measurable KPI, and how the portfolio should be sequenced.
Why it matters
Fewer than one in three AI use cases meet ROI expectations, and one in five fail outright.
Commissioned by CFO, Digital Transformation Director, CIO
Discuss →The accountability structure connecting enterprise architecture, risk, data, change, and finance around one outcome line.
Why it matters
AI investments pass through every governance domain and convert against none until that line is designed. Aligned to applicable AI governance and data protection obligations across UK, EU, UAE, GCC, and US regulatory environments, including ISO/IEC 42001 and NIST AI RMF.
Commissioned by CIO, Chief Risk Officer, Chief Data Officer
Discuss →Running the programme through the value governance architecture from mandate scoping to steady state, with full P&L accountability.
Why it matters
Without an orchestrator, initiatives run to their own metrics with no line of sight to the board outcome.
Commissioned by CIO, Chief Transformation Officer, sponsoring executive
Discuss →Programmes in flight where the scope will not convert or the accountability line has broken.
Why it matters
Most AI programme failures are visible for months before they are called.
Commissioned by CIO, sponsoring executive, programme SteerCo chair
Discuss →What I deliver
Delivery activity metrics stay in the programme report. These four go to the board. Each carries the badge of the discipline that produces it, so accountability for the artefact is visible on the artefact.
01
VGA + VOOne page per steering committee: benefit delivered against approved baseline, financial variance against budget, model performance against threshold, open governance exceptions, top five risks by exposure. A row that cannot be filled with a real figure is itself the finding.
02
VOModel performance, operational outcomes, and business value reported from day one of production. The value layer, revenue, cost, decision quality, is the one that justifies the investment and the one most programmes defer to steady state. It is never deferred here.
03
VODelivered value reconciled against the baseline set before the engagement began, published to the board on the same cadence as operational metrics. The next AI investment case is validated against this record, not fresh projections layered on unproven ones.
04
VGAEvery funded workstream tied to the specific revenue, cost, or margin outcome it was funded to move, reconciled quarterly against actuals rather than original projections. This is what a CFO recognises as capital discipline.
Engagement shapes
Retained monthly at one to five days per week, or fixed-fee for defined pieces. Direct accountability at SteerCo or board level. The shape follows the client's existing governance maturity.
I design the coordinated accountability layer, decision rights, gate criteria, and escalation paths, then hand it over. The client runs the programme through it with their own orchestration capability. The engagement closes at handover.
I design the accountability layer, then run the programme through it: operating cadence, portfolio sequencing, gate decisions, financial and risk control through to steady state. This is the default shape.
The client has already designed a governance layer that works. I run the programme through it, inside their gates, decision rights, and artefact set, rather than imposing my own.
Start here
A fixed-fee diagnostic that reconciles what your last three AI initiatives projected, delivered, and wrote off. The output is the board-ready reconciliation your CFO will otherwise ask for after approval, not before.
Timeline
3 weeks
Deliverable
Board-ready
Fee
On request
What you leave with
Delivered value vs. projection across your last three AI initiatives
A baseline the next investment case gets validated against
One page for board and CFO tying spend to outcome
If the mandate fits, a scoping note follows within three working days. Proposal after that. Scoping note first, proposal second.