Consulting

71% of AI pilots never scale beyond initial experiments. That stat gets cited a lot. What's more interesting is why: organizations often implement technology first, then expect everything else to catch up. That's a hard way to learn that adoption is really an organizational design problem.

I work on that part—the organizational side of technology transformation. Through Guidehouse, I partner with teams to figure out what needs to change (in how they work, make decisions, and collaborate) so that new technology actually gets used.

Here's how engagements typically work:

Understanding what's actually in the way. Sometimes it's technical readiness, but more often it's something structural: misaligned incentives, unclear decision rights, or change that threatens someone's role. The first phase is about getting honest about what's blocking progress.

Designing the future state together. What does this team need to look like in 18 months? Not just the org chart—the decision patterns, the skills, the ways people work together. Co-designing this takes more time upfront, but people own what they help create.

Building while learning. Implementation is where the real questions surface. I stay involved through this phase because the interesting problems—the ones nobody anticipated—don't show up until you're actually changing how work gets done.

This kind of work tends to fit well with government agencies, large enterprises with stalled pilots, regulated industries where the stakes are high, and mission-driven organizations where thoughtful change matters.

If your team is stuck and you suspect the issue isn't more technology, I'd be happy to talk through what might help.