Who I Am
I'm an AI consulting manager with experience helping enterprises navigate technology transformation — and more recently, the particular chaos of integrating machine intelligence into organisations that were never designed for it.
I've led teams across industries, sat through the boardroom presentations where AI is the answer to every question, and been in the post-mortems when those projects shipped late and underdelivered. This blog exists because that cycle repeats too often.
"What's the point?" is the question I've learned to ask early and ask often — not as cynicism, but as rigour. If you can't answer it clearly, the project isn't ready.
What I Write About
These essays sit at the intersection of technical reality and organisational strategy. I write for people who are technically literate but not necessarily researchers — managers, product owners, executives, and practitioners who need to make real decisions about real systems.
01 · Strategy
AI Strategy & Roadmapping
How organisations should think about AI investments, sequencing, and the build-vs-buy decision when the landscape changes quarterly.
02 · Enterprise
Enterprise ML in the Wild
What happens when models meet legacy data, compliance requirements, and departments that have no idea why IT sent them a prompt template.
03 · Leadership
Managing AI Teams
The career structures, hiring signals, and team dynamics that determine whether an AI practice thrives or quietly disappears.
04 · Risk
Ethics, Risk & Governance
The accountability questions that don't get asked until something goes wrong — and why that needs to change.
Writing Philosophy
I write what I'd want to read: essays that take a clear position, acknowledge the counterarguments, and don't waste your time with caveats that say nothing. I'm not interested in hedged takes that are technically accurate but functionally useless.
If a post makes you disagree with me, that's fine. Tell me why. The best thinking I've published started as a pushback from a reader.
"The most expensive AI strategy isn't the one you overpay for — it's the one you can't explain to your own board."