I spent five years translating frontier technology to markets. Now I do that work inside companies.
The real bottleneck for adoption was never the underlying technology. It was the organization on the receiving end. I embed with teams to rebuild value chains to be AI-native.
- Currently
- Engagement lead at a pre-IPO consumer brand, roughly $250M revenue and 1,200 employees across 98 locations. Managing Partner, Compression.
- Before
- Agent execution primitives at Ritual, shared security at EigenLayer, agentic governance at Inversed. Four years of research on the intersection of emerging technology and organization design at Fielding.
- Writing
- On the bleed, adaptation under load, and why added intelligence makes some organizations worse. Read the essays →
AI is rewriting the organization.
Most leaders treat AI as new content for the organization and workflows they already have. It's not. The organization is the medium, and that medium is being transformed faster than ever before by ubiquitous intelligence.
Put plainly: organizations are compression algorithms for environmental complexity. The codebook a company uses turns the world outside into coordinated action. Agents necessitate a re-write of the rules. Which is why running new tools through the old org is a faster version of the wrong thing. The organization requires recompression not just retooling.
The gap between what frontier tech can do and what organizational structure permits has a dollar figure. Most don't know how to measure it, or how to close that gap. That's what I work on.
Organizational metabolic syndrome
The root cause under the returns numbers. Same body, new mind: agents raise cognitive supply while the organization's demand structure stays fixed, so the surplus pools instead of moving. Three fixes: shorten the uptake pathways, move decision rights to the work, and turn humans from muscle into nervous system.
Read →The Bleed
BCG priced it across about twelve thousand workers in fourteen markets. At a thousand-person company that is roughly sixty full-time employees' worth of capacity, freed by AI and never put on the books. No CFO would leave a recovered budget line unallocated. Most companies are doing exactly that with time.
Read →Time Under Load
Environmental change is exponential and organizational adaptation is linear, so the gap widens every period and no amount of additional effort closes it. Capacity comes the way it comes for any body: specific load, held in place until the structure adapts. Incumbents are not weak. They are deconditioned.
Read →I think with the brain my team custom built.
A governed repository holds the entire practice: engagements, methodology, contracts, decisions, and a structured deposit from every meeting that happens. Roughly 3,300 documents and 430 meeting records, each carrying frontmatter so machines can read it as well as people.
On top of it: retrieval across three layers with glossary expansion and citation-graph reranking, twenty-one portable skills that run recurring work end to end, fifty scripts, an evaluation harness for retrieval quality, linters that enforce the house style at commit time, and validation that runs in CI on every change.
I've worked on both sides of the same problem.
Five years creating conviction around infrastructure for autonomous systems, then I moved to the side of the problem that was actually blocking adoption. Nine years before that building brands and communities, consulting, and managing change.
If you have bought the technology and nothing has changed.
That is the conversation I am here for. The tools work. The pilots shipped. And the operating model underneath is the one you had before, because nobody rewrote the codebook. I start by putting a number on that gap, which takes about two weeks.