Most executives treat AI as a technology decision. I think it’s an operating model decision, and that’s a different conversation entirely.
For twenty-five years, I’ve redesigned how large organizations work. I started as a software architect in investment banking, helping institutions like Goldman Sachs and Morgan Stanley rethink how capital moves through complex systems. As a founding member of Cognifide, I helped build it into one of WPP’s premier technology businesses. Later, technology strategy came across one of the world’s largest marketing networks. Today I work as a transformation executive at Omnicom, a $25 billion global enterprise, focused on one question: how do you redesign the machine, not just run it?
That question is what this site is about.
AI is changing the answer faster than most organisations can process, and not because the technology is hard. The governance, operating models, and management disciplines needed to match it don’t exist yet. The value doesn’t leak in the models. It leaks in how organizations structure, deliver, and run the work. That makes it a capital-structure question as much as a productivity one: what kind of business you become, not just how fast you work. I write about what that actually looks like from the inside: what breaks, what works, and what executives need to ask before someone else asks it for them.
I’m also a board director and hold the NACD Directorship Certification, with an MSc in AI for Business from Oxford and a PhD in Software Architecture from Nottingham, which mostly means I’ve spent a long time thinking about how systems work and why they fail. Where there’s a real mandate and a genuine transformation brief, I’m open to serving on a board.
If you’re navigating AI transformation at an enterprise level, this is written for you. Follow along on LinkedIn for new pieces as they land.