Frequently Asked questions

General

  • I primarily work with senior leaders in mid-to-large enterprises: C-suite, their direct reports, and functional heads with budget responsibility. Because of the nature of my work (designing work for the AI era), I often partner with HR leaders, but I also work with transformation leads, digital/technology executives, and business unit heads navigating AI-driven change.

  • All of them. My approach is industry-agnostic because the fundamental challenge is the same: organisations need to redesign how work gets done, not just implement new technology. That said, I tailor content and examples to your specific context.

  • I'm based in Basel, Switzerland, but work globally. I deliver keynotes and workshops in person across Europe, North America, and beyond, and offer virtual options for advisory and consulting engagements.

  • Most AI consultants focus on technology implementation or AI adoption. I focus on the operating model: how work is structured, who does it, and how humans and AI collaborate. The AI-value gap is a people and organisation problem, not a technology one. I help leaders redesign work itself, not just deploy tools.

Speaking

  • My talks focus on the future of work in the Age of AI. I help leaders understand what's changing, why it matters, and what they can do today to shape how their organisations operate. Core themes include designing work for AI, the shift from human-only to human-plus-digital workforces, and how leaders can navigate this transformation successfully.

  • Yes, always. I adapt content for business leaders versus HR leaders, and tailor examples to your industry, organisational context, and audience's level of AI understanding. No keynote I deliver is ever the same, and my goal is to have each participant achieve three things: 1) They learned something new, 2) They feel hopeful and understand their role in building a positive AI augmented future, and 3) They are inspired to take action in the days after the talk.

  • I've spoken to audiences ranging from intimate leadership teams of 20 to conferences of over 1,000 participants, both in person and virtually.

  • Yes. Many clients combine a keynote with a deeper working session where leaders apply frameworks to their own context. This works well for leadership offsites or transformation kick-offs.

  • No. My content assumes a baseline understanding of AI. I focus on what AI means for work, organisations, and leadership rather than technical fundamentals. AI 101 training is widely available for free elsewhere.

  • Yes. I regularly join podcasts and media conversations on the future of work, AI transformation, and how organisations can make the most of both human and AI capabilities. I also moderate panels and have hosted multi-day events.

AI Accelerator

  • The AI Accelerator is an intervention for teams ready to redesign how they work with AI. It's not AI 101 training or basic prompting instruction, but rather a structured programme where I provide the methodology and frameworks so your team can continue this work independently long after our sessions end.

  • Teams who have a baseline understanding of AI and are ready to go deeper. Teams who are using AI at varying levels (mostly for assistance tasks), navigating tension between top-down AI strategy and bottom-up experimentation, and looking for frameworks to move from AI enthusiasm to structured, sustainable AI integration.

  • Skills, such as a shared understanding of the current moment in AI, personal experience mapping workflows for AI augmentation, confidence using decision frameworks independently, and the ability to shift team culture to be AI-forward.

    Assets, including a methodology for designing personal and team workflows for AI, framework for selecting use cases and enabling team-wide AI use, culture toolkit covering six dimensions of AI-forward practices, and a year-long activation calendar designed to your organisational rhythm.

  • Either as a single day in-person workshop or across three virtual sessions of approximately three hours each. Both formats include collaborative exercises, breakout work, and time for participants to apply the methodology to their own processes.

  • Yes. Before the sessions, we meet to refine the content for your specific organisational context, industry, and team dynamics. After the sessions, I collate all outputs and provide materials your team can use to cascade what they've learned.

  • Yes. Optional advisory support is available to help implement the frameworks and approaches covered in the session. I can also support your team with specific projects where they want to apply the learning in practice

Strategic Advisory

  • I help senior leaders design work for the AI era. This includes operating model redesign, task-level analysis of where AI adds value versus where human judgment is essential, navigating the people-side of AI transformation, and building the foundations for human-AI collaboration across the workforce ecosystem.

  • Strategic advisory is ongoing counsel as challenges emerge. A thinking partner available when you need informed perspective, either as a fractional advisor or a deeper partnership over months. Focused engagements are defined projects with clear outcomes: operating model design, transformation strategy, change management, or preparing leaders for what's ahead.

  • It varies. Some clients need a few months of focused support during a critical transformation period. Others want ongoing access to my thinking as an embedded advisor on a fractional basis. The format matters less than the fit.

  • No. My goal, always, is to leave teams equipped to continue this work themselves. That means transferring frameworks, methodologies, and ways of thinking rather than creating ongoing dependencies for their own sake.

  • Yes. Some clients are already deep into AI transformation but struggling with the people and operating model side. Others sense something fundamental needs to change and want to get ahead of it. I am happy to work with both.

  • If you're a senior leader grappling with how to design work for a workforce that includes both humans and AI, and you want a partner who's done this at scale, we should talk. The initial conversation is about understanding your context and whether I can genuinely help.e

AI and the Future of Work

  • Most AI initiatives fail because they focus on technology implementation rather than redesigning work. Companies invest heavily in AI capabilities but underestimate the organisational transformation required. The AI-value gap is a people and organisation problem, not a technology one. Success requires rethinking how work gets done, not just deploying new software

  • Longer than most leaders expect. Change is hard. Meaningful transformation in larger organisations typically takes 12 to 24 months at minimum. With generative AI, seeing the benefits could take even longer because you're not just changing tools, you're changing how people think and work, and we need to shift operating models for lasting change. But here is the catch - the change never ends, and it’s only as slow as it’s ever going to be today.  Hence why you need to build new capabilities across your organisation that will evolve like AI does.  No small effort, and no quick fixes.

  • Treating AI implementation like traditional technology deployment. AI requires a fundamentally different approach because it changes how people think and work, not just what tools they use. Companies also tend to focus solely on short-term productivity gains (headcount savings) rather than long-term growth and innovation potential. And they severely under-invest in the people aspects: skills development, work redesign, and change management.

  • We're moving from a world where companies source human workers for job descriptions to one where they orchestrate productive capability in all its forms: permanent employees, contractors, fractional experts, AI agents, and everything in between. AI isn't just a tool people use. It's a new category of labour that needs to be managed alongside human workers. This requires rethinking how we source, onboard, develop, manage, and govern our entire workforce ecosystem.

  • The reality is more nuanced than simple replacement. AI excels at automating routine, predictable tasks, but struggles with complex problem-solving, emotional intelligence, and nuanced human interaction. We're seeing AI augmentation where certain tasks get automated while human skills become more valuable. The question isn't whether your job will change (it will), but whether you're developing the skills to evolve with it..