For owner-led and founder-led businesses that have committed budget — or are about to — and want the decision to hold up later.

Most plans go wrong before they start.

Usually in a decision made for the wrong reasons, a scope that was never properly agreed, or the expectation that whoever you put on it understands what you actually need. They rarely do.

I work across the whole company. That is usually what is missing.

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The pattern

The problem is usually invisible when the budget is committed.

That gap between what the business decided and what delivery actually builds is not visible at kick-off. It becomes expensive by the time it is. I have worked on 20+ projects across fintech, telecoms, energy, and the public sector — and the pattern is the same every time. The earlier it is found, the less it costs to close.

The numbers say the same thing: 95% of GenAI pilots yield no measurable ROI. Half of CEOs say they moved too fast and now have technology that does not work together. 60% of companies report little or no material value from AI despite substantial investment. The technology is rarely the reason. The business side of delivery — the decisions, the scope, the operating model around it — is where it goes wrong.

Sources: MIT NANDA, The GenAI Divide (2025, 300 deployments analysed); IBM CEO Study (2025, 2,000 CEOs); BCG (2025, 1,250 companies).

How I work

The person you brief is the person who does the work.

I work with businesses where the person I brief is the person who decides — usually owner-led, founder-led, or running a subsidiary with real autonomy. No handoff from the partner who won the work to a team you have never met.

The work lands in one of four situations: something feels off before the contract is signed; a project is moving but not in the right direction; one phase needs to be owned properly; or business and delivery are no longer working from the same reality.

Pre-commitment review. Before the budget is committed, I check whether the plan holds up.
Project reset. When budget is committed and outcomes are not landing, I find where it went wrong and what has to change.
Phase ownership. One critical phase — diagnostic, vendor selection, regulatory feasibility, go/no-go — owned end-to-end.
Business–delivery bridge. Between the sponsor and whoever is building — keeping what gets built aligned with what was actually needed.

Proof

How I have helped others.

Eight engagements, each labelled by situation: pre-commitment review, project reset, phase ownership, or business–delivery bridge. Including a stalled mobile operator launch in Uganda — BSS/OSS and CRM systems stabilised, delivery coordinated, and the post-paid launch delivered.

See the short cases from each

Next step

Let's find out
if there's a fit.

Call or text

No deck. No prep. Just thirty minutes. If there's a match, I'll follow up with a brief note on what I'd look at and a suggested scope.

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Most plans go wrong before they start.

The problem is usually invisible when the budget is committed.

The person you brief is the person who does the work.

How I have helped others.

Let's find outif there's a fit.

Let's find out
if there's a fit.