Consulting · advisory · board conversations
A technical perspective.
A business decision.
An AI investment, a software capability to own, a technology question for the board: each starts with a business decision. I am interested in work where engineering detail and commercial judgment need to meet.
My background combines technology operating roles, software engineering, and ongoing doctoral research in artificial intelligence. The formats below help scope a conversation. Engagements depend on fit, availability, confidentiality, and my existing responsibilities.
Where a conversation could lead
Executives and transformation leaders
Strategy and decision framing
A focused discussion of where AI or bespoke software could change a business capability, and where buying an established product is the better decision.
A scoped decision brief: alternatives, assumptions, evidence gaps, ownership, and a testable next step.
Leadership teams assessing an AI initiative
Technical and operating review
Examine the path from prototype to an operating system: data, evaluation, integration, human review, maintenance, and failure handling.
An agreed review scope and evidence request, followed by findings and unresolved risks. Access and confidentiality are agreed before any review.
Chairs, founders, investors, and nomination teams
Board and advisory conversations
Discuss the fit between your organization's needs and my technology leadership, executive-board, engineering, and research background.
A conversation about remit, decision rights, independence requirements, time commitment, and conflicts.
Judgment, grounded in practice.
Research-informed AI judgment →
Understanding how data, model design, and evaluation shape the strengths and limitations of AI systems.
Engineering judgment →
Diagnosing complex system failures, making assumptions testable, and verifying that changes preserve intended behavior.
Evidence and accountability →
Making sources, uncertainty, and the limits of AI-assisted recommendations visible to the people responsible for a decision.
A useful first message
What are you deciding?
Tell me the organization and your role, the decision or remit, the timing, and the main constraints. For a board opportunity, include the expected responsibilities and time commitment. A short non-confidential outline is enough; please do not send sensitive company data in the first message.
Start on LinkedIn →This is a personal site. I do not speak for my employers or partners here. Outside engagements require an appropriate conflict and responsibility check; a contact link does not imply acceptance or immediate availability.