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AI ADOPTION · ORGANISATIONAL CHANGE · LEADERSHIP COACHING

Turn AI experiments into
ways of working your organisation can scale.

I help organisations turn scattered AI activity into repeatable practice by clarifying workflows, ownership, enablement and learning loops.

I focus on the organisational side of AI adoption and work alongside your technical, security and legal specialists.

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ai-adoption

AI adoption is more than a tool rollout

You may already have licences, pilots and enthusiastic power users, but still lack a repeatable way to turn local success into organisational capability.

 

Common signs:

  • promising use cases do not become part of daily workflows

  • adoption depends on a small number of enthusiasts

  • teams lack clear ownership, quality expectations or human-review practices

  • training creates awareness but little sustained behaviour change

  • leaders cannot see where AI is creating value, cost or risk

 

Access to technology is only one part of the challenge. Sustainable adoption also depends on the organisational system around the work.

*non-binding first call

How I can help

AI Adoption Diagnostic

Build a shared view of where adoption stands, what is blocking progress and which decisions should come next.

 

Together we examine workflows, adoption patterns, stakeholders, ownership, risks and success measures.

You receive:

  • a clear current state assessment

  • a prioritised map of barriers and opportunities

  • recommended decisions and next steps

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From Pilot to Practice Workshop

Turn a promising experiment into a clear decision about what should happen next.

I facilitate the relevant leaders, domain experts and technical partners to define:

  • the workflow that should change

  • the outcome and quality expectations

  • ownership and human accountability

  • necessary guardrails

  • what the next experiment should prove

You leave with documented decisions, open risks and an agreed next step.

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Adoption and Scaling Support

Build the structures needed for adoption across teams or functions.

Support can include:

  • champion and ambassador structures

  • leadership and people manager enablement

  • shared workflows, skills and standards

  • adoption measures and feedback loops

  • governance and decision forums

  • mechanisms for sharing learning across teams

These are starting points. The scope is adapted to the organisation, the work and the current stage of adoption.

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How an engagement starts

These three formats can be used separately or combined.

We begin with a short conversation to define the adoption problem, the people who need to be involved and the useful output. I then propose a focused scope, working format and fee. Any follow-on support is agreed separately.

How I work

I start with the workflows and decisions that need to change, then work with your engineering, platform, security and legal experts on ownership, human review, guardrails and learning loops.

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*non-binding first call

Inside experience, outside perspective

I work on these challenges from inside an organisation, with direct responsibility for whether adoption structures work in practice—not only for recommending what others should do.

You can learn more about me here.

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Who the AI work is for

I work with organisations that already have AI activity but are not yet seeing consistent adoption across workflows, teams or functions.

My usual counterparts are CTOs, VPs Engineering, technology leaders and transformation leads. For cross-functional work, I also work with leaders responsible for the affected business areas, people and organisational development, risk and governance.

*non-binding first call

Leadership coaching

Leadership coaching is a standalone offer for leaders and experienced professionals at different levels, whether or not AI is part of the challenge.

I work with people navigating demanding roles, difficult conversations and organisational change.

 

People I work with include:

  • experienced specialists moving into their first leadership role

  • team leads and engineering managers

  • heads of department and managers of managers

  • founders and senior leaders

  • Agile Coaches and transformation practitioners

  • senior specialists leading through influence rather than formal authority

 

I listen closely, ask direct questions and help clients examine situations from different angles. I help make tensions discussable, clarify responsibility and turn reflection into concrete action. I challenge when useful, while the client remains responsible for their decisions.

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Typical topics include:

  • moving into a new leadership role

  • leading leaders

  • stakeholder and team dynamics

  • conflict and feedback

  • influencing organisational change

  • personal clarity and decision-making

 

A typical engagement starts with a short fit call. If we decide to work together, we agree on a clear coaching goal and a tailored three-to-six-month programme.

Sessions are available remotely in English, German or Croatian, and in person by agreement in the Hamburg area. Programmes usually start with weekly sessions and move to every two weeks as the work progresses.

Where coaching is sponsored by an employer, goals can be aligned with the coachee and sponsor while preserving the confidentiality of the coaching relationship.

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What clients say

Feedback from people I have coached or supported through workshops and transformation work can be found here.

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*non-binding first call

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