Executive advisory
The problem is rarely a lack of AI ideas. It is deciding which bets matter, who owns them, what can be claimed, and how AI becomes repeatable business value. That is the operating model.
I advise healthcare, healthtech, medtech, diagnostics, life sciences, and tech-enabled services leaders who are moving AI from activity to capability. This work is most useful when AI is cross-functional, strategically important, and hard to contain inside one function.
Common failure modes show up in predictable places.
The cost is not just inefficiency. It is wasted AI spend, slower adoption, avoidable risk, weaker board confidence, and months spent on use cases that should never have made the roadmap.
Not every use case deserves investment. I help leaders evaluate opportunities on workflow value, buyer urgency, operational gain, data readiness, regulatory exposure, evidence burden, commercial potential, and organizational feasibility.
AI strategy breaks when every opportunity becomes a build decision. I help teams decide where AI should become product capability, internal tooling, workflow automation, services support, vendor partnership, or a future option.
Claims can create commercial value or adoption friction. I pressure-test product, workflow, clinical, operational, economic, and AI claims against evidence, buyer expectations, regulatory posture, and enterprise review.
AI cuts across functions not designed to decide together. I help define decision rights, review cadence, governance forums, escalation paths, intake criteria, and executive oversight so the model works in practice.
AI value has to survive scrutiny. I help identify the proof, controls, narrative, and operating discipline needed for buyers, partners, investors, and boards to believe the strategy.
Four engagements, from a first read to ongoing senior judgment. Most teams start with discovery.
The goal is to understand the business, product, data, regulatory, commercial, and operating context well enough to identify where AI is likely to create value, where it is likely to create risk, and where the current operating model is not yet ready. This is a focused executive engagement designed to produce useful observations, decision clarity, and a better path forward.
For companies that already have meaningful AI activity or urgency and need to define how AI decisions get made, reviewed, governed, productized, commercialized, monitored, and reported. The sprint creates practical operating structure, not a strategy deck that sits unused.
Some companies do not need a full-time executive. They need an experienced operator in the room at the right moments: when priorities are set, claims are shaped, risk is reviewed, vendors are selected, or the board is asking whether AI activity is becoming business value.
AI-enabled companies are easy to describe and harder to underwrite. The question is not only whether the company has AI. It is whether the AI strategy is credible, adoptable, governable, commercially meaningful, and supported by the right product, data, evidence, claims, and operating model.
I do not come in with a 20-person team or a generic transformation playbook. I start by understanding the specific business, product, data, regulatory, commercial, and operating context. From there, I help leadership decide what needs to change, what can be handled internally, and where outside implementation support may be needed.
I am not the implementation team. I am the senior advisor who helps leadership decide what should be implemented, governed, claimed, and scaled. The goal is not to make the company dependent on an advisor. It is to help the team build the decision muscle, operating cadence, and cross-functional clarity to keep making better AI decisions after the engagement ends.
The CEO Circles put you in a confidential, curated room with other healthcare or healthtech CEOs working through the same AI operating decisions. Some leaders start there, then move into direct advisory where it would help.
Explore the CEO CirclesIt becomes valuable when the company knows how to operate it. If your AI work is moving faster than your operating model, I can help you find the gaps, make the decisions, and build the structure needed to scale.