Most organizations don’t have an AI implementation problem. They have an AI strategy gap.

They approach AI the same way: scattered projects, vague mandates, individual efficiency improvements that don’t connect across the business.

Recent research makes the stakes clear. Harvard Business Review reports that 88% of companies use AI regularly, yet adoption keeps stalling — performance gains plateau, and executives are increasingly concerned about ROI. Writer's 2026 executive survey explains why: 75% of leaders admit their company's AI strategy is performative, and 54% say AI adoption is tearing the organization apart.

The problem isn’t the technology. It’s that most companies are implementing AI without a leadership-driven strategy for what AI should actually help them become.

I work with executive teams to solve that problem. My engagements typically move in two phases: first, working with senior leadership to define the business vision for AI — where it can create the most significant impact and what strategic mandate should guide investment decisions. Then, working with the managers and senior contributors who will own implementation — translating that executive strategy into specific, prioritized projects with clear interdependencies, constraints, and success criteria.

The result: organizations stop sprinkling AI on top of existing workflows and start building cross-functional initiatives with real strategic grounding and executive ownership.

My background is in UX research and software development — 13+ years helping product and engineering teams understand complex problems and make better decisions. I’ve led research and design that produced $97M in first-year savings for McKesson pharmacy customers, and recently delivered an AI strategy presentation to 140 members of Exiger’s leadership and professional staff.

JR Key Advisory

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JR Key Advisory

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