Before AI was the agenda, the work was always the same: transformational change, with people at the heart of it. Target operating models. International teams. Business process outsourcing. Change initiatives where real livelihoods depended on getting the decision right.
I spent twenty years running large teams — hundreds of people, real budgets, real consequence when a decision landed badly. The Monday question at the top of this page isn’t rhetorical: I’ve been on the receiving end of it, and I remember when the honest answer was “I don’t know yet.”
AI arrived as one more thing leaders were expected to have a view on, overnight. I chose to get my hands on it early — not as a technologist, but as an operator working out what it actually changes about running a business. I’m a step ahead of the leaders I work with, not a mile ahead. That closeness is the point: I remember exactly what last quarter’s uncertainty felt like, because I had it.
Now I spend my time guiding CEOs and senior leaders from passenger to hand on the wheel — through The AI Leader Lab, through Rawson Ellis, and in the conversations on The Frontier Leader Show. The aim is always the same: leaders who are sharper and steadier with AI, leading people who are greater for it.