Strategy · Execution · Impact

I help commercial teams
reach their full potential.

  • Commercial Excellence
  • AI-Driven Solutions
  • Exceptional CX

I remove the day-to-day roadblocks, so teams can spend their time where it matters: with customers and their directs. That is where commercial excellence meets AI and exceptional customer experience.

Write to me See the record
Alex Shevel

Companies I worked with:

EF Education FirstEF Education FirstToyo Ink GroupToyo Ink GroupStepStoneStepStoneUBE Corporation EuropeUBE Corporation EuropeVISI/ONEVISI/ONEE-PlusE-PlusO2O2VolkswagenVolkswagenWHUWHUColumbia Business SchoolColumbia Business School
BMWBMWMercedes-BenzMercedes-BenzToyotaToyotaVolkswagenVolkswagenVolkswagen Financial ServicesVolkswagen Financial ServicesWindmoeller und HoelscherWindmöller & HölscherBASFBASFExxonMobilExxonMobilMitsui ChemicalsMitsui ChemicalsLanxessLanxessBorealisBorealisDowDowSuedpackSüdpackWipakWipakConstantiaConstantiaHariboHaribo
SalesforceSalesforceHubSpotHubSpotQlikQlikTableauTableauAnthropicAnthropic
AI projects

Built privately, and inside companies.

Currently working on
Trucora
AI career coach

You know it is not right.
You cannot name what is.

Most job searches start with a search box. This one starts with understanding you. Meet Vera, your personal AI coach.

Tech stack
Multi-agent orchestration / several agents, one job · Preference elicitation / it finds the real criteria · Candidate-role ranking / scored against one person · Careers-board ingestion
Open the demo See the rest

The AI tools I built before this

Built on my own time, to answer a question I actually had.

private · no public url
Alta Via trip concierge
DolomitIA
Travel
The problem
Many hikers on the Alta Via routes cannot book the huts, because the huts answer only in Italian.
How it helps
It plans the stages, calls the huts itself and makes the reservation, and when one is full it finds a route that works instead. The part that used to mean an expensive agency, an unanswered email or an awkward phone call is simply done.
Tech stack
Outbound voice agent / it makes the call itself · Cross-lingual voice / it speaks Italian · Autonomous booking / it reserves, unattended · Constraint-based replanning / a full hut, a new route
Read moreClose
The route
The Alta Via traverses, booked hut to hut
The barrier
Most huts speak only the local language
The old options
A travel agency, an email and a wait, or a call you cannot hold
What it does
Plans, phones, books, and reroutes when a hut is full
private · no public url
Healthspan and lifespan researcher
EvidentIA
Health
The problem
Most longevity advice comes from whoever had the loudest podcast that week.
How it helps
Built on the scientific literature that Peter Attia and Andrew Huberman actually cite. Ask anything about healthspan or lifespan and the answer comes back with the papers behind it, and where the evidence currently stands. Citations, not hearsay.
Tech stack
RAG / answers built from the papers · Curated corpus · Citation grounding / every claim carries its source · Evidence grading / the strongest studies win · Abstention / it refuses rather than guesses
Read moreClose
Built for
Friends and family
Grounded in
The peer-reviewed literature behind the Attia and Huberman podcasts
Every answer
Carries its citations and says where the evidence currently stands
Runs as
A gated site and a custom GPT
private · no public url
Workout-form analyser
PosturIA
Fitness
The problem
Most people lifting alone are one bad pattern away from an injury, and nobody is watching.
How it helps
Send a video. It reads the movement rather than the complaint. It flagged two weak muscles of mine, and an independent clinical EMG confirmed both.
Tech stack
Computer vision · Markerless pose estimation / no sensors, just video · Compensation detection / the weak link shows up · EMG-confirmed / checked against a clinical test
Read moreClose
Built for
Anyone lifting without a coach watching
Covers
Deadlift, squat, pull-ups
The check
An independent EMG confirmed what it flagged
private · no public url
Personal health dashboard
VitalIA
Health
The problem
Most bloodwork comes back “normal”, which is a range, not a goal.
How it helps
One place holding the reports, the panels and the wearables, measured against optimal rather than against the lab’s normal range.
Tech stack
Document extraction / a lab report becomes data · Wearables ingestion · Time-series alignment / lab dates and device data · Reference-range modelling / optimal, not the lab’s normal
Read moreClose
Built for
Me first, then the people who asked
Pulls in
Reports, blood panels, wearables, body composition
Benchmark
Optimal, not the lab’s normal range

Inside a company

On somebody else’s budget. The numbers stay with the employer.

internal · no public url
EF Education First Demo soon
Agents in the daily selling motion
The problem
In most sales organisations the best hour of the day goes to work no customer ever sees.
How it helps
Agents placed inside the motion the team already runs, rather than a second system to remember. Every one has a named human owner.
Tech stack
Agentic AI / software that acts, not just answers · Multi-agent orchestration · Tool calling / the model uses real systems · Named-owner accountability / one person answers for it
Read moreClose
Organisation
EF Education First
The hard part
The people who had to change how they work had not asked for any of it
Why an owner
An agent nobody owns is a system whose first sign of failure is a customer noticing
Numbers
Stay with the employer
internal · no public url
EF Education First Demo soon
The weekly revenue forecast
The problem
Sales and marketing arrive with two numbers and spend the meeting on whose is right.
How it helps
One forecast both sides plan inside, so the argument moves from whose spreadsheet is real to what to do about it.
Tech stack
Time-series forecasting / next week’s number · Cross-source reconciliation / two sources, one number · Forecast governance / one cadence, one owner
Read moreClose
Organisation
EF Education First
What changed
One number, one cadence, both functions in it
The real value
Not a better forecast. One forecast
Numbers
Stay with the employer
internal · no public url
EF Education First Demo soon
Customer-feedback intelligence
The problem
A satisfaction score says something moved. It never says what to change on Monday.
How it helps
Reads what customers actually wrote, at a volume nobody can read by hand, and returns the two or three things worth acting on.
Tech stack
NLP / software that reads written language · Topic extraction / the themes, pulled out of the text · Text classification · LLM summarisation · Theme ranking / the few worth acting on
Read moreClose
Organisation
EF Education First
Reads
Open text, at a volume no team can cover
Returns
The short list of what to change, not a number
Numbers
Stay with the employer
internal · no public url
Toyo Ink Group Demo soon
A custom GPT, and video in the customer’s language
The problem
Technical experts often hold the answer and cannot say it in the customer’s language.
How it helps
It handled the questions that came back every week, and put the rest into the customer’s own language, which unblocked the people who had quietly become the bottleneck.
Tech stack
Knowledge retrieval / answers from company documents · Recurring-question deflection / the weekly questions, once · Machine translation · Speech synthesis / a synthetic voice, localised · Video localisation
Read moreClose
Organisation
Toyo Ink Group
Two parts
A custom GPT for recurring technical questions, and localised video messaging
Who it freed
Technical experts who knew the answer but not the language
internal · no public url
StepStone, 2022 Demo soon
Early generative-AI writing tools
The problem
Nobody adopts a tool because it is impressive.
How it helps
2022, before there was any obvious reason to believe. The work was getting a team of writers curious enough to try it at all, and that part still does not automate.
Tech stack
Early LLM adoption / 2022, ahead of the wave · Prompt engineering · Generative copywriting · Human review loop / the writer still decides
Read moreClose
Organisation
StepStone
When
2022, before these tools were household names
The real work
Curiosity, not tooling
How I lead

Leading people is no longer
the whole job.

Leadership in 2026 branches into leading people and leading agents. Leading people takes coaching, trust, judgement and growth. Leading agents takes ownership, verification, adoption and retraining. Leadership 2026 Leading people Leading agents Coaching Trust Judgement Growth Ownership Verification Adoption Retraining
“We are the last CEOs who are only going to be managing humans as our workforce.”
Marc Benioff, CEO of Salesforce, at the World Economic Forum, Davos, January 2025.

He is right, and it has already happened to me. I lead sixty people, and agents doing work they used to do by hand. Only one half tells me when it is struggling.

The job is not running the technology. It is closing the gap: getting my people to use the agents well rather than work around them. Most of the value is lost there, not in the model.

A careless combination performs worse than whichever half was better alone. Knowing where that line sits is most of what I do.

What I fix

An entrepreneurial problem solver,
obsessed with customer experience and willingness to pay.

Three problems, not three job titles. Each one is a place a commercial engine seizes up, and I have worked on all three more than once.

From a customer's real problem to a system that keeps adapting: value proposition, positioning, and teaching teams to think this way. From a real problem to a system that adapts Value proposition Customer experience, priced Positioning The right pivot, not everything Entrepreneurial thinking Habit, not workshop
01

Value proposition

The problem

Everyone agrees the customer experience should be better. Almost nobody has checked whether a customer would pay more for the better one.

What I do

I go back to the real needs and problems, including the ones a customer never says out loud, and test the value proposition against them. Customer experience becomes a sustainable, long-term competitive advantage only when it earns willingness to pay. Otherwise it is a cost with a good score attached.

02

Positioning and willingness to pay

The problem

The choice on the table is usually leave it alone or change everything. Both get decided without knowing what a segment would actually pay for.

What I do

Willingness to pay, mapped segment by segment against what a customer actually gets. What comes back is normally a pivot, an adaptation or a spinoff worth testing, not a relaunch. That is how the venture inside UBE got built rather than shelved: BASF, ExxonMobil, Mitsui and Lanxess took part.

03

Entrepreneurial thinking

The problem

The diagnosis works once, while the person who ran it is still in the room. Then the organisation goes back to how it was.

What I do

I build it into the team as a habit: challenge the status quo, listen to customers, re-ask the question before defending the plan. I founded a commercial excellence unit at UBE from zero, ten people across five countries, to keep this running after I left the room.

The corporate venture

I co-founded a venture inside a corporate.
Its investor’s CEO then hired me.

Change & Challenge, a B2B platform venture I co-founded inside UBE Corporation Europe and ran from 2018 to 2022. Participants included BASF, ExxonMobil, Mitsui and Lanxess. Toyo Ink was an investor, and its CEO approached me from it to build their first European organisation.

Track record

Nothing here moved
because of a better pitch.

Percentages from my current employer are not published here. Direction and order of magnitude are.

Share of wallet at key accounts rising from 10 percent to 82 percent, reaching EUR 30M or more in annual regional revenue at handover. Share of wallet, key accounts 82% 10% EUR 30M+ at handover Designed in, not sold in
10→82%Share of wallet at key accounts, against a competitor cutting prices
€30M+Annual regional revenue at handover, from no footprint
230%Latin American sales growth at VISI/ONE, opened from no presence
5Regions I have carried a number in, three opened from a blank page
UBE Corporation Europe

Eastern Europe, the CIS and Israel, from no footprint

Situation

No presence and no reference accounts, against entrenched incumbents who were cutting prices to hold the ground.

Action

Worked through the machine manufacturers rather than only the buyer, so the material was qualified on new equipment while that equipment was being commissioned, and the specification travelled into the account with the production line.

Outcome

Share of wallet at key accounts from 10% to 82%. €30M+ in annual regional revenue at handover, of which €14M was the polyamide line I carried myself.

UBE Corporation Europe

A commercial excellence function that did not exist

Situation

Targets set centrally, forecasting done by instinct, and no shared definition of pipeline quality across five countries.

Action

Founded the unit from zero: a cross-functional team of ten across the United States, Mexico, Brazil, Spain and Germany, covering customer experience, customer insight and commercial capability. Country managers were coached to build and run their own quotas.

Outcome

A weekly pipeline and a monthly long-range forecast that outlasted me, and pricing discipline held jointly with finance instead of defended deal by deal.

VISI/ONE

Latin America, opened from no presence

Situation

An automotive supplier with BMW, Audi and Toyota accounts in Europe and nothing in the region.

Action

Built the channel and carried the accounts directly while the region was being stood up.

Outcome

Regional sales grew 230%.

EF Education First

A region where growth had stalled

Situation

A large revenue region with six country product managers and a sales organisation of around sixty, and a number that had stopped moving.

Action

Put a weekly revenue forecast at the centre of the operating cadence, built with the BI team on opportunity quality, conversion and cycle length, and put agents into the daily selling motion rather than onto a roadmap.

Outcome

Growing again inside a year.

How I work

A principle with no price attached
is only a preference.

These three have each cost me something, and I would pay it again.

01

I would rather be told the plan is wrong early than be right about it late.

After a year of market testing at Toyo Ink I recommended shutting down the European expansion I had spent that year building, because it would not scale. The price: telling your employer to stop paying you to do something. It is the cheapest honesty test there is, and it is not comfortable.

02

A deal is won at the first delivery that lands on time, never at signature.

At Toyo Ink I carried an account to the point of purchase and the European operation could not supply at the speed it needed. The selling was not the problem. What the customer would have experienced on the Monday after signing was, and that is the only part that counts. So supply and service now sit inside my pipeline review. My forecast has looked slower than my peers' ever since, and I have stopped explaining why.

03

A country manager who builds their own quota will defend it in the weeks I am not there.

So targets get set regionally, and then each manager is coached to build and run the quota for their own team. In the first year that quota is usually worse than the one I could have written myself in an afternoon. I have been asked about that more than once, and the answer is still the second year.

About

The method I was taught
stopped working in Eastern Europe.

I started in automotive accounts at VISI/ONE and learned to sell the way most people are taught to: find the buyer, win the conversation, hold the price. It worked until I opened Eastern Europe and the CIS for UBE, where it stopped working entirely. What worked there was getting designed in through the machine manufacturers, so the specification travelled into the account with the production line and stayed. That was the turn. I stopped selling to buyers and started building the system the buying happens inside.

Every job since has been that same move at a larger scale. A commercial excellence unit founded from zero. A venture started inside it that four competitors joined. A European organisation built for Toyo Ink and then honestly assessed. Today a large revenue region at EF Education First, and a set of agents in the daily selling motion so the team gets its best hours back.

Read the full record
Obsessed with

Four things I would still be doing
if nobody paid me.

Health and longevity, honestly sized

Four years of measuring, training and reading on the Attia and Huberman path, with working things attached: an assistant grounded only in peer-reviewed papers, a dashboard benchmarked against optimal rather than “in range”, and the form analyser. I support preventive-health startups. It is an obsession with tools attached, not a career I have had.

What great experience actually looks like

The ground that lasts is anywhere real human experience commands a premium over automatable convenience: health, hospitality, food, sport, adventure. The best of it is boutique rather than luxury, because it owns every touchpoint and it makes you feel seen. A Four Seasons housekeeper once folded a child’s forgotten teddy bear into a bed and photographed it. None of that is about technology. All of it is about whether somebody was paying attention.

Snowboarding, and being in the mountains for it

Snowboarding, travelling and cooking have outlasted every job I have had. The mountains are most of why I live where I live, and the cooking is how I host people.

Building the thing rather than specifying it

I have been following OpenAI since around 2019 and had application-gated beta access in 2020, which is mostly a story about curiosity rather than foresight. I am not a software engineer and do not claim to be. I ship working things and then hold them to the same numbers I hold a sales team to.

The shelf

Books that changed
how I work.

This list exists because the fastest way to know how somebody will argue is to know what they have read. Six shelves, and inside each one the most relevant first. This is a selection rather than the whole library.

Customer, brand and messaging · 8
Building a StoryBrand cover
Building a StoryBrand
Donald Miller
Unreasonable Hospitality cover
Unreasonable Hospitality
Will Guidara
Setting the Table cover
Setting the Table
Danny Meyer
Winning on Purpose cover
Winning on Purpose
Fred Reichheld
The Customer Centricity Playbook cover
The Customer Centricity Playbook
Peter Fader
Start with Why cover
Start with Why
Simon Sinek
How Brands Grow cover
How Brands Grow
Byron Sharp
Delivering Happiness cover
Delivering Happiness
Tony Hsieh
Strategy and growth · 8
Playing to Win cover
Playing to Win
Roger L. Martin
Competitive Strategy cover
Competitive Strategy
Michael E. Porter
The Innovator's Dilemma cover
The Innovator's Dilemma
Clayton M. Christensen
Seeing Around Corners cover
Seeing Around Corners
Rita McGrath
Value Proposition Design cover
Value Proposition Design
Osterwalder and Pigneur
The Lean Startup cover
The Lean Startup
Eric Ries
Good to Great cover
Good to Great
Jim Collins
Platform Revolution cover
Platform Revolution
Geoffrey G. Parker
Pricing and the commercial engine · 8
Confessions of the Pricing Man cover
Confessions of the Pricing Man
Hermann Simon
Monetizing Innovation cover
Monetizing Innovation
Madhavan Ramanujam
Preisheiten cover
Preisheiten
Hermann Simon
Am Gewinn ist noch keine Firma kaputtgegangen cover
Am Gewinn ist noch keine Firma kaputtgegangen
Hermann Simon
Value cover
Value
Koller and McKinsey
HBR's 10 Must Reads on Sales cover
HBR's 10 Must Reads on Sales
Harvard Business Review
Financial Literacy for Managers cover
Financial Literacy for Managers
Richard A. Lambert
Accounting for the Numberphobic cover
Accounting for the Numberphobic
Dawn Fotopulos
Leadership, teams and culture · 8
Humanocracy cover
Humanocracy
Hamel and Zanini
The Fearless Organization cover
The Fearless Organization
Amy C. Edmondson
The Culture Map cover
The Culture Map
Erin Meyer
The Culture Code cover
The Culture Code
Daniel Coyle
The Five Dysfunctions of a Team cover
The Five Dysfunctions of a Team
Patrick Lencioni
The First 90 Days cover
The First 90 Days
Michael D. Watkins
Drive cover
Drive
Daniel H. Pink
The Ideal Team Player cover
The Ideal Team Player
Patrick Lencioni
Negotiation, influence and judgment · 8
Never Split the Difference cover
Never Split the Difference
Chris Voss
Getting to Yes cover
Getting to Yes
Roger Fisher
Think Again cover
Think Again
Adam Grant
Noise cover
Noise
Daniel Kahneman
Mindset cover
Mindset
Carol S. Dweck
You're Not Listening cover
You're Not Listening
Kate Murphy
Ego Is the Enemy cover
Ego Is the Enemy
Ryan Holiday
Good For You, Great For Me cover
Good For You, Great For Me
Lawrence Susskind
Health and longevity · 8
Outlive cover
Outlive
Peter Attia
Forever Strong cover
Forever Strong
Gabrielle Lyon
The Comfort Crisis cover
The Comfort Crisis
Michael Easter
Metabolical cover
Metabolical
Robert H. Lustig
The Good Gut cover
The Good Gut
Justin Sonnenburg
The 4-Hour Body cover
The 4-Hour Body
Timothy Ferriss
The Stimulated Mind cover
The Stimulated Mind
Tommy Wood
Why Has Nobody Told Me This Before? cover
Why Has Nobody Told Me This Before?
Julie Smith
In my ears

Podcasts I have not
stopped listening to.

The Drive podcast artwork
The Drive
Peter Attia
Huberman Lab podcast artwork
Huberman Lab
Andrew Huberman
The Diary Of A CEO podcast artwork
The Diary Of A CEO
Steven Bartlett
All-In podcast artwork
All-In
Chamath, Jason, Sacks and Friedberg
Modern Wisdom podcast artwork
Modern Wisdom
Chris Williamson
The Prof G Pod podcast artwork
The Prof G Pod
Scott Galloway
Impact Theory podcast artwork
Impact Theory
Tom Bilyeu
The Customer Experience Podcast podcast artwork
The Customer Experience Podcast
BombBomb
Talks at Google podcast artwork
Talks at Google
Google
The StoryBrand Podcast podcast artwork
The StoryBrand Podcast
Donald Miller

Attia and Huberman have been on most weeks for about four years. It started as curiosity and turned into how I train, eat and sleep. Podcasts are where most of what I believe about health came from, and I would rather admit that than pretend it was a degree.

The record

Twelve years, five regions,
and what each one cost to learn.

Swipe the record. The three UBE entries overlap: the polyamide territory ran from 2015, and from 2018 the commercial excellence unit and the venture ran alongside it. The MBA ran from 2019 to 2021, in parallel with all three.

EF Education First
Commercial Director, Latin America
Aug 2025 to now · Zurich

Commercial lead for a large revenue region, on the EF global leadership team. Six country product managers and a sales organisation of around sixty. P&L co-monitored with the regional controller; pricing and margin owned by finance. I took over a region where growth had stalled, and inside a year it was growing again.

EF Education First
Commercial Director, Germany and the Nordics
Feb 2024 to Aug 2025 · Zurich

Germany, Denmark, Sweden, Finland and Norway. Grew topline double digits inside a year, and customer lifetime value rose with it. Built the weekly revenue forecast that became the operating cadence.

Toyo Ink Group
Director Sales and Marketing, Europe
Mar 2023 to Feb 2024 · Germany

Built the first European organisation for Toyo Ink’s printing-inks business, from a blank page, against entrenched German incumbents, then recommended shutting it down, because it would not scale.

StepStone
Head of B2B Marketing
Apr to Oct 2022 · Düsseldorf

A 22-person B2B marketing organisation on a multi-million-euro budget. Stood up the company-wide voice-of-customer programme and reported what it found. Left seven months in, over what to do with the answer.

Change & Challenge
Co-founder, corporate venture
2018 to 2022 · alongside UBE

A B2B platform venture started inside UBE. BASF, ExxonMobil, Mitsui and Lanxess joined it. Toyo Ink was an investor, and its CEO approached me from it to build their first European organisation.

UBE Corporation Europe
Commercial Excellence Leader
Jul 2018 to Apr 2022 · Düsseldorf

Founded the commercial excellence unit from zero, a cross-functional team of ten across the United States, Mexico, Brazil, Spain and Germany.

UBE Corporation Europe
Business Development Manager, Polyamide
Aug 2015 to Apr 2021 · Düsseldorf

Opened Eastern Europe, the CIS and Israel from no footprint. The territory was €30M+ in annual regional revenue at handover. €14M of that was the polyamide line I carried myself. Share of wallet at key accounts went from 10% to 82%.

VISI/ONE
International Account Manager, Automotive
2014 to 2015 · Germany

BMW, Audi and Toyota accounts. Opened Latin America from no presence and grew regional sales 230%.

WHU – Otto Beisheim School of Management
MBA, with Columbia Business School
Thesis: Avoiding Customer Theatre in B2B

The thesis subject became the job: measuring what a customer will actually pay for against what they are actually getting.

Before you write

The questions people
actually ask me.

Answered here so you do not have to spend the first meeting on them.

The availability probe Are you open to relocating?

I live and work in Zurich today, and Munich is the other city I would happily build a life around. Those two are a genuine yes. Anywhere else is a real conversation and depends on the role.

The scope probe Do you only work in B2B?

Most of my record is B2B, and industrial B2B at that: polyamide, printing inks, automotive accounts. But EF is consumer at the point of sale, run through a country organisation, and that is the region I carry today.

What actually transfers is neither of those labels. It is a long, multi-party decision with a real cost of being wrong, whether the person deciding is a procurement committee or a parent.

The credibility probe You are a commercial director. Do you actually build any of this yourself?

Yes, and you can check it rather than take my word for it. Trucora is a multi-agent product I built end to end, outside the day job. I have also built a custom GPT for recurring technical questions, a weekly revenue forecast a region runs on, and agents that analyse commercial conversation data to find what actually moves customers down the funnel.

I am not a software engineer, and I do not claim to be one. I am a commercial leader who ships working things and then holds them to the same numbers I hold a sales team to.

The “isn’t this all hype” probe Why would a customer care that you use AI?

They would not, and they should not. No customer has ever asked me what was behind the answer they got. They ask why it took four days.

So when someone asks me what the AI did, I try to answer in a customer’s words. The quote went out the same afternoon. The enquiry got a real reply instead of sitting in a queue until Monday. If I cannot finish that sentence with something a customer would recognise, then whatever we built is a demo.

The proof probe Why should I believe numbers only you are stating?

Fair, and I would ask it too. Percentages from my current employer are not published here, so what is above comes from earlier roles and is mine to state.

Two things you can do instead of trusting me. Open Trucora. It needs no account, and it is one real pipeline run you can walk end to end. And ask me in a room: every number here has a mechanism behind it, and a mechanism survives being taken apart in a way a headline figure does not.

The CV probe Three employers in three years. What happened?

Two of them are the same answer, and I would rather say it than have you guess. At Toyo Ink I spent a year building Europe from a blank page and then recommended shutting it down, because it would not scale. At StepStone I stood up a company-wide voice-of-customer programme, reported what it found, and left seven months in over what to do with the answer.

Neither was a drift. Before that I was at UBE for nearly seven years, and I have been at EF since 2024.

The fit probe What are you not for?

A mature market with an installed base, a known playbook and a number that needs defending rather than opening. Someone else will do that better and enjoy it more.

I am also not the person to hand a finished AI strategy to and ask for implementation. If the metric for success has not been argued about yet, that is the part I am useful for, and if it has been settled and settled well, you do not need me.

How this starts

A rollout nobody uses is not neutral. It spends the budget, it burns the goodwill the next one needed, and it teaches an organisation that AI is something that happens to them. The second attempt is the expensive one.

Two sentences is
enough to start.

What you are trying to open, or the rollout that is not landing. I read every email myself. Then coffee in Zurich or Munich, or thirty minutes on a screen. No deck, and nothing to sign. If I can help I will tell you what I would do first, and if I cannot, I will tell you that and who I would call instead.

Get in touch Score your team's AI projects