Most serious enterprises have built an AI portfolio. The next question is which parts of it become part of how the business runs.
A four-week consolidation review for executive teams at the point of moving from AI experimentation to AI in operations.
The last eighteen months have produced a familiar shape inside large enterprises on both sides of the Atlantic. A careful set of pilots. One or two consultant engagements. A new role in the organisation, sometimes a small team. Several vendor relationships. A board commitment, refined over a strategy cycle or two. And, held quietly at the executive level, a sense that the time has come to take stock.
There is no single misstep in the picture. It is the natural shape of a serious organisation meeting an emerging technology. The pilots were the right exercise at the time. The vendor relationships were sensible bets in a market that was still resolving. The board commitment captured the right ambition. The question is not whether any of those decisions were wrong. It is what becomes operational from here.
The four-week consolidation review takes a careful look at the current AI portfolio, the executive intent behind it, the organisational conditions around it, and the operating model into which it has to fit going forward.
The output is a prioritised view. Two or three capabilities in the portfolio have demonstrated enough signal to justify becoming part of the operating business; the review names them and sets out what each needs — people, processes, governance, vendor terms, adoption strategy — for it to take hold and stay. Several other deployments served their purpose in the exploration phase and can now retire without ceremony. And a smaller, sharper agenda for the next twelve months tends to be visible by the end of week four, that the existing portfolio had not quite revealed.
The review is delivered as a board-grade plan that the Chief Financial Officer, the General Counsel, and the Chief Executive can each sign off on. In several engagements it is followed by a Fractional Chief AI Officer retainer that sits inside the executive team and oversees the consolidation over six to twelve months. The decision to continue is made after the review, with the plan in hand.
The founder, Rohit Chikballapur, leads every engagement personally.
Mid-large enterprises (roughly $200M to $3B in revenue), in sectors where the AI portfolio is real, the board interest is active, and the question is one of operational depth rather than exploration. Industrial manufacturers, insurers, established financial services, large service businesses, regulated mid-market. We work with companies across Europe and North America.
The conversation tends to begin when the executive who has carried the AI agenda — Chief Operating Officer, Chief Digital Officer, Chief Transformation Officer, Chief Data Officer — is preparing the next board update, the next strategy cycle, or the next budget round.
Twenty-five minutes. At your cadence. Not a pitch.
We use the first conversation to find out whether the review fits the shape of where your AI portfolio is right now. If it does not, we will say so plainly.