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.