Strategy × AI × Change
Strategy, AI and change, by one person who speaks all three languages.
Fifteen years of strategy and change: Monitor Deloitte, RTL and now the cultural sector. I help your organisation take that further.
- Strategy that reaches delivery.
- AI with judgement, not hype.
- Change that brings your team with it.
Is there a change at your organisation that is not happening by itself? I would be glad to help you get it clear.
AI accelerates your business. I make sure it does not pass people by.
To me, AI is above all an opportunity: faster work, sharper choices, more impact as an organisation. Yet a plan alone is not enough: culture beats strategy, your people have to do it, and most of them, at heart, do not like change. My advice starts with the direction and does not stop until they are on board.
AI is a playground to me. I build with it myself, almost daily, and I see what it does to craftsmanship: at the very least it is an accelerator, and at its best it also improves quality. That is what I see happening in my own work.
But accelerating without direction is reckless. Those who win deploy AI strategically, responsibly and ethically, and keep people central in what remains unique.
The same technology has a shadow side. Three things keep me sharp:
Ethics
How transparent are you about what AI did and what you did? What do we allow within the guidelines of our organisation? An organisation that does not formulate an answer to that leaves the question with the individual employee.
Disinformation
Convincingly untrue is becoming cheap, with or without intent. For anyone who lives on trust, a newsroom or a public institution, that is not an IT question but an existential one.
People
With every technological leap there are people who do not come along automatically. That is very much an employer's responsibility too: training, reskilling, giving people time to adjust. Skip that and you lose not the technology but the people.
And then there is the medium term. By now the people building AI are the loudest to warn, not about the technology but about the pace at which it overtakes society. Disruption of work and of the public conversation is a serious scenario, not science fiction. That is the ecosystem I advise in: a strategic view of where technology adds value, and where it breaks something you will not get back.
Where I come in
Strategy & AI direction
Where are the real opportunities and risks? I screen your organisation for where AI adds value, translate that into choices your executive team and board can make, and strip out the noise.
Organisation & culture
Technology changes nothing without people who move with it. I guide the change behind the technology: new ways of working, leadership, and a culture in which quality and humanity stay in the lead.
Training & the shop floor
I design and deliver training that gets teams working with AI themselves: practical to apply and made to measure, suited to the shop floor.
I work best with mid-sized organisations that are content-driven, purpose-driven or knowledge-intensive: media and journalism, culture and the public sector, law and universities. That is where my expertise sits, and that scale works: large enough for real complexity, small enough to bridge the distance between a decision and the people who have to make it work. I know large corporates from the inside and I am glad to work there, but I make the biggest difference in an organisation without a strategy department of its own.
Prefer to start small? There are four fixed formats, from a keynote to an ongoing sparring subscription. Clearly scoped, quick to schedule, fixed price.
AI rarely fails on technology. It fails on strategy, culture and leadership.
That is where I come in. I do that in three steps:
Assess
Where the real opportunities and bottlenecks sit, in the organisation and in the people.
Set direction
Translation into clear strategic choices and a direction you can execute.
Embed
Making sure the change lasts: in ways of working and in the people who work with it.
I work with AI myself through all three steps, and you see it in what you get. For sessions I build formats that have a room taking part live rather than watching. An analysis more often arrives as a website you can click through than as a PowerPoint presentation. The subject is your strategy. AI is how I build it.
How we work together →I don't just advise on AI. I build with it.
Two products of my own, from idea to launch, and custom work for sessions and strategy days.
See what I build →Small applications for inspiration: Productivity tools holds free applications I made for a concrete personal problem and then made generally usable. In a simple file you don't need an account for.
Let's talk, without obligation and exploratory on both sides.
I work with a small number of organisations at a time, alongside my role as association director at VvNO. An introduction is the way to see whether it clicks.