There's a growing distance between what organisations are spending on AI and what returns they're actually getting, and the explanations that get offered for it tend to point to implementation speed, change management, or tool selection, all of which are real factors, but rarely the root of it.
"The people who understand most clearly how AI is changing the shape of their work are almost never the people designing the rollout."
What an organisation genuinely needs should shape the technology it adopts, not the other way around. This is the work of getting that sequence right, with the people closest to the work always part of how we get there.
Most change efforts are designed to address the symptom of a problem, when the leverage is almost always in the conditions that produce it. This is the work of finding those conditions and designing for them.
Good product strategy is inseparable from how an organisation builds, governs, and learns. Advisory on product strategy, governance, and AI native product development reimagined from Agile, grounded in years of 7+ leading product functions across global platforms at significant scale.
The people whose work is being reshaped are the ones who understand most clearly what would actually help and what would make things worse. This is the work of building the structures that give them a genuine role in shaping it.
"Hana is an incredibly smart and talented product manager and leader. She completely changed how we thought about League of Legends behavior systems."Jeremy Lee — Executive Producer, League of Legends at Riot Games
"She blended technical and analytical skills with an understanding of human psychology and delivered far above and beyond expectations."Adrienne Shulman — Co-founder at GM Farcaster
"Her commitment to results-driven strategies yielded measurable outcomes, including an unprecedented improvement in positive player perception — an extraordinary achievement in a notoriously challenging domain."Bergen Carloss — Product Manager at Epic Games
Writing on human-centred AI strategy, employee participation, and what organisations get wrong when they treat AI as a technical and change management problem.
"Fear is a great inhibitor. When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen."Frederic Laloux, Reinventing Organizations
I take a small number of engagements at any given time, working with mission-driven organisations, early-stage founders, and social impact teams. If this sounds like what you need, I'd like to hear about it.