Work
These cards are anonymized and written to the claim ladder: problem shape and the work performed. No named clients, no invented metrics, no “leading” language.
Multi-line operator
Problem. A leadership team had a growing list of AI pilots and no shared view of which ones belonged in the operating model.
Work. Framed value versus noise, named what not to fund, and built a near-term sequence with owners and a governance path.
Enterprise program
Problem. A multi-year program had accumulated platforms and vendors without a funded sequence the economic buyer would still stand behind.
Work. Rebuilt the decision map (constraints, rights, and first shipped move) so the roadmap could be staffed instead of restated.
Executive team
Problem. The room agreed the technology agenda mattered and still left prior sessions with options, not commitments.
Work. Designed facilitation around tradeoffs, captured decisions as owners and horizons, and left a written 90-day follow-through.
Growth-stage company
Problem. A platform replacement was being treated as the strategy. The underlying estate, vendors, and operating constraints had not been named.
Work. Mapped the estate and the decision the platform was supposed to settle, then reframed the buy as one move in a longer sequence.
Outcome numbers and named case studies stay unpublished until they have sources and permission. If you are evaluating the practice, treat these as the shape of the work, not as proof of a result.
Start a conversation
If the room has options and no sequence, that is the work. Start with a conversation. No pitch theater.