AI is a boardroom issue, not just a technology issue.
Helping boards and executive teams understand AI’s impact on strategy, value creation, capital allocation, management oversight, and enterprise risk.
From AI awareness to informed oversight.
Boards do not need to become engineering teams. They do need a sound framework for asking management the right questions, weighing investment and risk, and evaluating whether AI is changing the company’s competitive position.
Board AI Readiness Review
Review how AI strategy, investment, risk, oversight responsibilities, and board information fit together.
- Board and management interviews
- AI maturity and oversight scorecard
- Priority gaps and recommendations
- Proposed 12-month board agenda
Board AI Strategy Workshop
An executive-level session focused on where AI may change business models, operating performance, and industry competition.
- Director education, without technical theater
- Company-specific opportunities and threats
- Investment and performance questions
- Practical board discussion guide
AI Governance & Oversight Design
Establish practical roles, policies, reporting, and escalation that connect director oversight with management execution.
- Committee and management responsibilities
- Reporting and performance metrics
- Director AI-use safeguards
- Risk and accountability protocols
AI Investor & Activist Review
Examine AI strategy, peer positioning, and disclosure through an investor and competitive lens.
- Public disclosure and messaging review
- Competitor and peer analysis
- Potential activist criticism
- Board-ready strategic questions
Opportunity and risk belong in the same conversation.
AI governance should not reduce to a compliance checklist. The board's job includes understanding what management intends to build, how it will create value, how success is measured, and which risks deserve intervention.
Built on legal judgment and hands-on practice.
My advisory work draws on technology-company counsel, corporate governance, board leadership, and direct experience designing and deploying AI-enabled legal workflows.
Experience and backgroundDirector perspective beyond a single technology cycle.
My board contribution is broader than AI: corporate governance, technology strategy, legal and regulatory judgment, strategic transactions, operational leadership, and oversight of organizational change.
Board service profile