Turn AI Experiments into Competitive Strategy!

If you're reading this, I'm going to make an assumption: you've already spent money on AI. You've trialled tools, run a pilot or two, maybe built a small internal workflow that saves someone an hour a week. And somewhere in the back of your mind, you know that's not it. That's not the competitive advantage you were promised. That's not what keeps you ahead of the better-funded competitor who just hired a Chief AI Officer.

You don't have a tools problem. You have a strategy problem — and that's a much more solvable problem than most people think.

I built this programme because I kept seeing the same pattern: smart, capable SME leaders who understood their markets deeply, but who were applying AI tactically and hoping strategy would emerge somehow. It doesn't. Strategy has to be designed. It requires a clear-eyed audit of where you actually are, a disciplined theory cum praxis framework for evaluating where AI can genuinely defend and extend your competitive position, and a roadmap that your team can execute and your board can fund — not a wish list dressed up in buzzwords.

What you'll find here is the same rigour I'd expect from an MBA strategy elective, applied to the specific realities of running an SME: constrained resources, limited technical staff, real boards with real questions about ROI, and markets that are moving much faster than any five-year plan can accommodate. We work through competitive positioning, business model innovation, scenario planning under uncertainty, use case portfolio management, investment evaluation, and governance. And then you build the whole thing — a complete AI Transformation Strategy document — and put it in front of peers for a stress test before it goes anywhere near a boardroom.

I won't promise this is easy or quick. Strategic thinking is hard work, and the programme is designed to push on your assumptions, not validate them. But I will promise this: by the time you're done, you'll know exactly what your AI strategy is, why it's the right one for your business, and how to make the compelling case for it with precision. That's a different kind of confidence — and it's the kind that actually moves businesses forward.

If you're ready to stop experimenting and start leading, I'd like to work with you.