A 3 to 4 week engagement that classifies every AI bet across H1 Core, H2 Adjacent, and H3 Transform. You walk out with a board-ready roadmap and the language to defend it.
Stop arguing about which AI bets to fund. The portfolio defends itself.
Measured by reach, not time. AI moves too fast for time windows to hold. Reach (how far the bet sits from your current operating model) stays anchored. Each horizon gets its own protected budget, measurement standard, and named failure mode.
Workflows your business already runs. Document processing, lead routing, internal copilots. Efficiency plays on existing operations.
Failure mode: pilot purgatory. Wins that never reach production because innovation owns them, not ops.
One step out. New agents on existing problems, new capabilities on the same operating model. Custom multi-agent workflows, AI-native features, vertical-specific models.
Failure mode: stalled handoff. Builds that work in a demo and never integrate with the core business.
New operating model. New business model. New product line. Org redesign, orchestrated agents replacing workflows, AI-first product categories.
Failure mode: frozen transformation. Bets talked about for two years and never funded because no one will defend them.
Each deliverable survives executive scrutiny. Not vibes. Defensible allocation.
Every active bet, paused pilot, and backlogged idea classified across H1/H2/H3. Color-coded by status, owner, expected payback.
Why the current mix is wrong, what to move, and the language to defend it to your board. Named failure modes per horizon so you flag your own risks honestly.
What ships at the core this year. What gets seeded one step out. What gets a discovery budget at transformation. Quarterly milestones, named owners, measurable outcomes.
Pilots to retire. Vendors to consolidate. Teams to redirect. Most clients save more here than the engagement costs.
Four working sessions, plus interviews with 8 to 12 team members. Built so the artifact lands in your next board cycle.
Interview operators, engineers, executive sponsors. Surface the pilots no one wants to admit failed.
Score by distance from the core, capital required, strategic fit, risk profile. Identify the gaps.
Reallocate across horizons. Surface the kill list. Stress-test against the named failure modes.
Executive deck or memo. Walk the team through the defense. Hand off the artifact your CFO can quote in next quarter's planning.
Not a deck. An allocation defense your CFO will sign off on.
A portfolio map that survives executive scrutiny. Named failure modes per horizon so you audit yourself quarterly. A kill list with dollar values. Language to defend AI spend without "AI is important."
AI spend dropped or held flat. Throughput went up. Pilot purgatory shrank because H1 ownership moved from innovation to ops. H2 builds shipped because handoff paths were named upfront. H3 stopped being theoretical because budget was earmarked.
A 3 to 4 week engagement that classifies every active AI bet, every paused pilot, and every backlogged idea across three horizons: H1 Core (~70% of budget), H2 Adjacent (~20%), and H3 Transform (~10%). Adapted from McKinsey's 1999 Three-Horizon growth model. Output is a board-ready roadmap with named failure modes per horizon and the budget defense language to back it up.
3 to 4 weeks. Scoped against the number of active AI bets in the portfolio and the number of stakeholders involved. Quoted in writing within 48 hours of the discovery call.
AI moves too fast for time windows to hold. A 12-month roadmap is obsolete by month four. Reach (how far the bet sits from your current operating model) stays anchored across model shifts. H1 Core is the work your business already runs. H2 Adjacent is one step out. H3 Transform is a new operating model. Reach is durable. Time isn't.
Yes, especially. The review is more valuable before the portfolio gets messy. Easier to set allocation rules than to unwind bad ones.
Generic AI strategy outputs a deck. This outputs an allocation defense your CFO will sign off on. I write the language for the board memo.
No. This is the portfolio review. If you want to ship the H1 wins, that becomes a separate scoped build engagement. The review tells you which ones to ship.
Good. That's the engagement. The framework forces the disagreement into the open instead of letting it stall the portfolio.
I hold ~4 active client commitments across Fractional, Scoped Build, and Audit. Mix depends on what's already booked.
Two guarantees. SKU guarantee: if by the end of week 4, the kill list does not identify (with named vendors, named pilots, and dollar values) savings or reallocated spend of at least the engagement fee, the final 50% is waived. Umbrella guarantee on every engagement: a 14-day mutual exit. Either party can end the engagement inside the first 14 days. Days worked are billed at the agreed day rate. No further commitment.
The engagement pays for itself out of the kill list, or you don't pay the back half. That removes the "did we save anything" risk from the buyer's pile.
If by the end of week 4, the kill list does not identify (with named vendors, named pilots, and dollar values) savings or reallocated spend of at least the engagement fee, the final 50% is waived.
Every engagement carries a 14-day mutual exit. Either party can end the engagement inside the first 14 days. Days worked are billed at the agreed day rate. No further commitment.
Book the call. 30 minutes to see if your portfolio fits the engagement.