Future of Work · AI Organizational Design
I don't hand you a strategy.
I rebuild the work.
AI is the most powerful, most affordable lever you'll ever have. I use it to amplify your people and your business, and I stay until it delivers real impact.
Christine ReichenbachFuture of Work Leader
The problem
Your AI gains are leaking away.
Same mandate, same tools as everyone else. The only question is whether the gains compound or evaporate.
95% of enterprise AI pilots never reach scale, and only 2-4% of leaders report transformative change. The leak is the default, not the exception.MIT and industry research, 2025
The position
The biggest return isn't the roles you cut.
It's the people you unlock.
The instinct is to shrink the team. The bigger case is growth. AI absorbs the routine, and your people move to the work only humans can do. Cutting saves once; redeploying that capacity compounds, into new revenue and work worth staying for.
New revenue, not a headcount line item.
The method
Design the future.
Build the capability.
Measure it.
This is how the gains compound instead of leaking away.
Why me
I'm the architect who holds the whole picture.
Real AI adoption takes a whole stack of disciplines: the strategy and systems, the human and change work, and the AI itself. They almost never live in one person.
I hold all of it, and bring in specialists only for more depth or scale. Broad enough to see the whole picture, close enough never to lose it.
Strategy & systems
People & change
AI & measurement
Most consultants have one or two of these. Big firms have them all and lose the thread. I hold the whole stack.
Proof at enterprise scale
Real transformation lives where strategy and execution shape each other.
I built a five-year digital transformation roadmap connecting more than 15 systems across $2B of sourcing spend. It worked because the strategy was written by someone already thinking about every step it would take to run.
That's the framework I bring to every engagement: strategy and execution built together, so the plan already knows how it gets run.
Making skills visible
You can't redesign what you can't see.
I proved it where it's hardest. I took the least automatable problem there is: a laid-off person's sense of their own worth. And I re-engineered it with AI. Not just an automated coach, but the same method I bring to every transformation. Redesign the work. Build durable capability. Measure the outcome.
Economists call it Polanyi's paradox: we know more than we can say. The part that matters most stays below the surface. That's the part I built an app to make visible.
See Phoenix Formula
Human amplification, measured
When you build capability into people, it's theirs to keep.
My curriculum teaches people to mine their own work, reengineer it, and build it themselves. Their proficiency didn't inch forward. It stepped up.
From “what's safe to tell it” to “ready to lead this on my team.”
From “afraid it will hallucinate” to “building care pathways with it.”
“It's a differentiator now, not a threat.”
How we work together
Four ways in. Each one builds on the last.
Start small and prove the return, or go all the way to a function that runs on AI. Every tier leaves capability behind.
The AI Opportunity Map
Know exactly where AI will make you money, ranked, costed, and ready to act on. Low commitment, clear return.
Rebuild a core workflow
Redesign one high-value process, place AI where it fits, and build the team's capability to run it.
Function-wide transformation
Rebuild how a whole function or department works with AI, with champions, measurement, and lasting capability.
Org-wide transformation
Scale what worked in one function across every department, with the operating model, champions, and compounding gains to sustain it.
About
A thought doer, not a thought leader.
I am a problem solver at heart, driven by fulfillment and freedom: the freedom to do work I love, and the fulfillment of helping other people find theirs. After years in digital transformation watching capable people stuck in cumbersome processes, I know AI can be the unlock. It was never meant to cut people. It's how a business grows, and how its people grow with it.
What I care about most is the people inside the change. I want everyone to have a fulfilling life, and good work is a big part of that. Outside of this I mentor foster youth, because the same belief runs through all of it: people rise when someone helps them see what they are capable of.
Strategy, execution, and genuine humanity, in the same person.
AI Readiness Assessment
Where does your team actually stand?
Five questions for a candid read on where you are, and the one move that would actually change things.
How would you describe your team's current AI situation?
Let's talk
Let's start with a conversation.
Tell me where your organization is headed and where the work is getting stuck. I'll ask the questions that show whether AI can really help, and whether I'm the right person to build it with you. If I'm not, I'll say so.