What I do

The work is connecting an AI investment to the outcome the board is measuring.

Three engagement shapes. Three commercial models. One outcome: the connection between AI investment and expected outcome remains visible and unbroken.

What you're engaging to close

One problem. An AI investment on the books and an outcome not on the board report.

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

What I deliver

Eleven artefacts. One object at the bridge.

Design artefacts feed the value architecture map. Orchestration runs against it. Select any artefact to read its purpose.

VGA

Value governance architecture

Design artefacts · produced before the programme runs

The bridging artefact

VGA→VO

AI value delivery orchestration

Run artefacts · produced while the programme runs

VO
Bridge

Value architecture map

End-to-end from investment to outcome, with every domain, interface, gatekeeper, and custodian named. One accountability line visible. Legible to those who did not build it.

Engagement shapes

Three modes of engagement.

The shape follows the client's existing governance maturity. Shapes and commercial models below are independent axes: a full mandate can deliver governance design only, and a fractional arrangement can deliver orchestration only. The two are not fixed bundles.

01

Governance design only

Strong internal delivery, no accountability layer

The accountability structure is designed and handed over: decision rights, gate criteria, escalation paths, and the value architecture map. The client's internal team runs the programme through it. The engagement closes at handover.

OutcomeA structure the board and auditors can read that works without the designer in the room.

BenefitSuits organisations with strong internal delivery that need the coordinated accountability layer, not an external function running it.

Default02

Design plus orchestration

Standing up an AI portfolio for the first time

The default shape. Governance architecture is designed first, then the programme is run through it to steady state under full value orchestration: operating cadence, portfolio sequencing, gate decisions, financial and risk control.

OutcomeThe investment converts to a board-measurable result under a single accountable seat.

BenefitThe only shape where both the structure and the motion through it are owned in one place.

03

Orchestration only

Mature governance, needs experienced orchestration

The programme is run through the client's existing governance structure, inside their gates, decision rights, and artefact set. No new architecture is designed.

OutcomeThe existing structure does its job with an accountable coordinating function running the programme through it in real time.

BenefitSuits organisations mid-programme whose coordination has broken down but whose governance architecture is sound.

Commercial models

Three ways to contract the same accountability.

Engagement shapes answer what is delivered. These answer how it is engaged and paid. Any shape can run under any model.

01

Fractional

Named day-count per month · no fixed end date

Full accountability for the governance layer throughout, at a named day-count per month with no fixed end date.

OutcomeThe organisation builds internal capability alongside a live accountability structure rather than in its absence.

BenefitThe engagement builds toward its own exit rather than creating a permanent dependency.

02

Interim

Defined tenure · full time · named exit date

A defined tenure, full time, with a named exit date and a successor identified before the engagement begins.

OutcomeThe engagement closes when the operating model is mature enough to carry it, not when the calendar runs out.

BenefitThe transition is planned before the programme starts, not negotiated at handover.

Default03

Full mandate

Complete conversion accountability · programme duration

Complete accountability for the programme's investment-to-outcome conversion for its duration: financial governance, benefits baseline, governance architecture, and cross-domain coordination. Delivery management runs underneath as a separate discipline.

OutcomeOne seat owns the full programme from capital commitment to steady-state handover.

BenefitRemoves the gap between the person responsible for delivery and the person accountable for value, which is where most programmes lose the conversion.

The engagement starts with a conversation.

If the mandate fits, a scoping note follows within three working days. Proposal after that. Scoping note first, proposal second.