I help CEOs diagnose and override the organizational antibodies that stall AI transformation — because I've spent a career learning to see what systems hide.
I trained as an intelligence analyst. The discipline isn't predicting the future — it's reducing the range of surprise: decomposing vague questions into testable ones, weighing competing explanations, naming the gaps, and stating conclusions with calibrated confidence. It's the exact discipline AI transformation now demands of executives, and almost none have been trained in it.
Seven years at a Fortune 500 insurer building 0→1 AI products for geopolitical risk forecasting. I navigated the corporate immune system from the inside — watched it kill promising initiatives, suffocate acquisitions, and turn six-month projects into three-year odysseys. I learned that it can't be beaten with better technology, only with structure and leadership cover.
Thirteen years as a Swiss reconnaissance NCO. The map is never the territory: you brief one plan, the terrain surprises you, and you adapt or you fail. Discipline, risk management, and leadership under pressure — and a permanent habit of looking at what the roadmap can't show you.
Not just an advisor — someone who builds and deploys. I've run a web agency serving EPFL projects (Solar Impulse, Alinghi, SwissCube) and created a programming language that makes legal contracts computable, turning ambiguous prose into executable logic. That's the same gap your organization faces with AI: the distance between what you mean and what the machine builds.
I work with digital leaders across Europe through the Boye & Company community, and I write — on specification, organizational intent, and decision-making in the age of AI agents. The trilogy maps the journey: Book 1 is how to think; Book 2 is why and what; Book 3 is how.
Start with a half-day diagnostic of your organization's immune system.
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