I help leadership teams and their people navigate the redefinition of work — grounded in years of business education at Dartmouth’s Tuck School, and in the practice of someone who builds with these tools every day. Executive workshops, staff learning programs, and strategic advisory.
Companies say they need help with “AI” — but that word is hiding two distinct conversations, and they get very different answers.
Where does AI change the business — not just the workflow? Which assumptions still hold, where does advantage accrue, and what should we do about it?
How do our people actually work differently? What skills, habits, and judgment do they need to use AI well rather than blindly?
Strategy without competency produces plans nobody can execute. Competency without strategy produces skills pointed at nothing. Most organizations need both — and most advisors can hold only one of these conversations. I do both.
Across both, the goal is never to replace your people’s thinking. It’s to sharpen it — to raise the premium on human judgment, and give people the discernment to use AI well.
Half-day or full-day sessions with leadership teams on AI strategy and the redefinition of work. Where AI changes the business, not just the workflow.
Multi-session curriculum for managers and knowledge workers. Hands-on and practical, organized around intent-based learning tracks.
A monthly thinking partner on AI strategy and workforce change, for a small number of organizations. Light-touch and high-trust.
People don’t need the same thing from AI. Programs meet people where they are and move them toward what they need to do. Most organizations need a mix.
Getting genuinely comfortable and capable with AI tools — building intuition for what these systems do well, where they fail, and how to work with them day to day. The foundation everything else sits on.
Moving from scattered, in-people’s-heads knowledge to shared, AI-usable context. The unglamorous work that determines whether AI is useful or noise inside a company.
What agents actually are, what they can and can’t do, and how to delegate work to them. The key skill of the AI era is orchestration — directing AI systems toward outcomes — and I teach it from hands-on agent building, not slideware.
The conceptual toolkit non-engineers need to build and reason about AI-enabled solutions — data flow, state, integration, error handling — without writing software.
First-principles thinking for leaders deciding where AI changes the business: which assumptions still hold, where advantage accrues, and how to make sound decisions under genuine uncertainty.
I’ve spent over a decade at the intersection of business education and emerging technology, teaching AI to MBA students, undergraduates, and corporate executives, and convening leaders across the AI industry.
The more useful point is how I work: I don’t just teach about AI — I build with it. I work directly in the tools and model SDKs, and I build my own agents and prototypes. That practice is where speed comes from: not doing the same work faster, but prototyping and iterating quickly enough to learn what works before committing. When I teach agentic thinking, it’s grounded in having done the work.
If your organization is wrestling with how AI changes the work your people do, the first step is a conversation: where the need is most acute, and which mix of workshops, training, or advisory would move the needle fastest.
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