I do three kinds of paid work.
Not in equal measure, and not interchangeably.

Work with me

  • Project-scoped advisory for organisations holding a transformation question that does not yet have a clean answer. Most engagements start with a diagnostic conversation against the relevant CPL layer: where does the binding constraint actually sit, and what changes once we name it.

    Who this is for. A CFO underwriting a multi-year transformation programme. A COO trying to understand why pilots stop converting. A transformation lead or other types of operators whose programme review keeps producing the same "we need better alignment" answer and who suspects that is not the problem.

    Shape of the engagement. Most run between four and twelve weeks. A short scoping conversation first, no obligation. If we proceed, I work directly with you and the team that owns the question. Outputs are usually a diagnostic, a structured set of recommendations, and a working session where we test them against the operating reality.

    What I do not do. I do not run multi-month change programmes, stand up programme management offices, or write the deck that lets a project keep running for another year without producing a decision.

  • Conferences, executive offsites, programme launches, board awaydays. The frame is usually the same: how to think about strategy when the conditions are moving faster than the planning cycle, and what the framework looks like in practice.

    Who books this. Programme commissioners running an executive event. Conference programmers building a track around AI, transformation, or strategy. Internal L&D teams who want a keynote that lands on what their leadership team is actually facing.

    Shape. Forty-five minutes to ninety, depending on the format. Recent
    talks have anchored on the AI Classification Problem, the operating-model gap that pilots cannot close, and the difference between strategic approaches and decision-making in a fast pace volatile world. Each one ties back to a diagnostic the audience can run after the talk.

  • A small, deliberate roster. Not a programme, not a subscription.

    Who this is for. Founders or executives running a B2B or B2B2C company who have hit a structural question that their current support network has not been able to help them name.
    The work draws on the same CPL framework and diagnostic instruments, applied to the founder's or executive’s own decisions.

    Shape. Usually fortnightly, sometimes weekly through a specific decision window. Off-record. The output is the founder's own clarity and the changes they make as a result, not a written deliverable.

    Capacity. Limited. I take on new founder relationships sparingly and
    only where the fit is genuine.

How to start?

The cheapest first step is a thirty-minute scoping conversation. Send me
an email at hello@aieutics.com with a short note on what you are holding and what an answer would let you do. If a call makes sense, I will reply with a link to book one. If it does not, I will tell you thatand where else to look.

Testimonials

  • "Combines sharp strategic thinking with no-nonsense communication; focuses on business outcomes — no BS."

    Celia R., Operating Partner, VC

  • A man with dark curly hair and glasses, wearing a dark green sweater, looking thoughtfully to his left, indoors with a blurred white wall and faint plant in the background.

    "Helped us segment users and structure data analysis; teaches deep interpretation for strategic plans."

    Olivier C., CMO, Scaleup (Health)

  • Woman with short brown hair, glasses, in a yellow dress and purple cardigan, standing outdoors with green foliage in the background, leaning on a railing.

    "Brought sharp insights, creative thinking, and deep expertise across UX, AI, and wider tech landscape."

    Sara M., Change & Transformation, Enterprise (UK)

  • A man leaning against a beige wall outdoors on a sunny day, wearing a white short-sleeved polo shirt and black pants.

    "Everything must be constructed, thought through, and verifiable — pushes you to clarify and act."

    Dan B., COO, Enterprise

  • A middle-aged man with gray hair, glasses, wearing a navy blazer and light blue shirt, talking on a smartphone in an office with a modern, circular-patterned partition in the background.

    "Incredibly customer-centric in product design; understands customer needs often lost in orgs."

    Liam D., PMO, SMB (UK)

  • A smiling woman wearing glasses, hoop earrings, and layered necklaces indoors.

    "Rare ability to cut through marketing noise to focus on what really matters — the value proposition."

    Roshan B., CEO, Startup (B2C)

  • "Superpower is quickly creating trusted relationships; helps find your vision but better constructed."

    Alexandre G., CEO, Startup (B2B)