Results

AI adoption is no longer a question of if. It’s a question of how you bring your people, leaders, and systems along. These case studies show what that looks like in real organizations. They are written for IT, AI, and business leaders who care about three things at once: business outcomes, responsible use of AI, and the humans asked to change how they work.

CASE STUDY | ENGAGEMENT ONGOING, AS OF OCTOBER 2026

AI Adoption in Progress: Building the People Side First

Large regulated-industry enterprise, Legal and Compliance Function

 

The IT organization brought me in to help the legal and compliance function move from scattered AI experimentation to deliberate, organization-wide adoption. The timing was complicated: significant organizational change was underway, including a reshaped leadership team, alongside a corporate Copilot pilot. Enthusiasm was running ahead of the enablement, guidance and guardrails needed for consistent, responsible use. A survey of the full group confirmed the gap. 70% of managers felt more positive about AI, yet 30% had never used it at work, and only 11% felt fully equipped to answer their teams’ AI questions.


Working closely with IT, I aligned the new leadership team on a shared vision, identified more than 40 use cases from listening sessions, and built a strategy that runs people readiness and a portfolio of tools in parallel. With the operations function, I stood up six internally owned workstreams, from governance to manager enablement. Nearly all licensed Copilot users are active, two teams have sustained 100% weekly use, and the engagement has expanded to include executive coaching and a dedicated AI program manager.

 

  • Who it’s for: CIOs, heads of AI, and IT leaders driving AI adoption in legal, compliance, or other precision-critical functions in regulated companies, and the function leaders sponsoring that work.

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CASE STUDY

Scaling Seller Effectiveness with an AI Knowledge Assistant

Intel Corporation, Enterprise Sales Organization

 

At Intel, sellers supporting deeply technical products depended on personal networks to get answers to customer questions. Newer sellers were at a disadvantage, engineers were overwhelmed, and response times often stretched from days to weeks.

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While a Sales AI team built an internal, RAG-based knowledge assistant, I led the change and adoption strategy for its rollout: grounding the design in real seller pain, building the narrative, partnering on guardrails and on shifting engineering behavior, and pushing for a phased rollout with strong enablement. Within six months, roughly 2,500 sellers were resolving more than 90% of queries through the assistant, with an estimated $4M in annual savings, faster onboarding, reclaimed engineering time, and a reusable blueprint for the broader AI platform.

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  • Who it’s for: IT, AI platform, and business leaders deploying AI assistants into knowledge-intensive functions, where adoption depends on trust as much as accuracy.​

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CASE STUDY

Leading Change Across a Global Sales Transformation

Intel Corporation, Enterprise Sales Organization

 

A major global technology company facing competitive pressure, declining market share, and a fundamental shift in its commercial model needed to overhaul how it sold. That meant changing sales compensation, tools, methodology, customer targeting, and culture — simultaneously, across a globally distributed salesforce already skeptical of leadership.

 

Over two years, I stepped into a fragmented transformation effort, unified a disjointed change team, and built a rigorous change strategy from the ground up. The work included restructuring how sellers used data and AI, partnering on a fully reimagined annual sales conference, rebuilding three global change champion networks, and surfacing the leadership misalignment that was quietly undermining the whole effort. The results were uneven — as they often are in large-scale transformation — and the lessons were hard-won.

 

  • Who it’s for: CIOs, CHROs, CROs, and transformation leaders navigating multi-dimensional organizational change where the human barriers are as significant as the strategic ones.

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CASE STUDY

AI Strategy Grounded in Mission: A Board-Ready Blueprint for SustainableIT.org

SustainableIT.org, Global Technology Nonprofit

 

A global nonprofit advancing responsible technology practices needed an AI strategy that could make a new learning academy financially viable, strengthen member value, and position the organization for its next chapter of growth. With a two-person staff team without an established AI practice, and a constrained budget, the path forward had to be both ambitious and realistic.

 

Working closely with my partner, a technology strategy consultant, we helped SustainableIT.org see past the assumptions that had made a learning academy feel out of reach, starting with a fundamental rethink of how AI could change the economics of content creation. The result was a board-ready blueprint the leadership team could actually act on, and enough confidence in the direction that the board expressed interest in continuing the advisory relationship through implementation.

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  • Who it’s for: Senior leaders at mission-driven organizations — executive directors, VPs of strategy or operations, and board members — facing pressure to modernize programs, diversify revenue, or incorporate AI into operations with limited internal capacity.

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CASE STUDY

Saying Yes Responsibly: Building AI Alignment at World Salmon Council

World Salmon Council, Environmental Education Nonprofit

 

World Salmon Council — a Portland-based nonprofit that brings students to Oregon rivers to study salmon and watershed health — was in a period of reset. A new executive director in her first leadership role, one and a half staff, a working board of retired educators and business advisors, and constant pressure to do more with less. AI was an obvious lever. It was also a genuine problem: for an environmental organization, the energy and water demands of AI infrastructure are not an abstraction. A proposed data center in the Columbia River Gorge would draw cooling water from a tributary with an active salmon run.

 

I redesigned a half-day workshop into two 90-minute leadership sessions, two weeks apart with structured hands-on experimentation in between. Together they gave the board and executive director a working understanding of the technology, an honest reckoning with the tension between the tool and the mission, and a decision they made themselves: yes to AI, conditional on guardrails they defined. The organization left with five named work streams, a board advisor paired to each, a quarterly review commitment, and a reordered set of priorities. Following the workshops, the board requested an ongoing advisory engagement to coach the executive director; that work is written into the organization's budget and will begin as funding allows.

 

  • Who it's for: Executive directors and board members at small mission-driven organizations weighing whether and how to use AI — particularly those whose mission gives them real reason to hesitate.