The value in AI does not sit in the model. It sits in the production system around it: compute as the substrate, data as the supply chain, and process as the place where people meet the system and where accountability either holds or quietly disappears.
Most AI programmes in regulated industries do not fail on the technology. They fail on the operating model. That's the part I fix.
Four ways to work together. Most start with the diagnostic.
For PE-backed groups that have made two or three bolt-on acquisitions and are too small for a big-firm integration team. Two days a week, inside the businesses: one pipeline, one set of numbers, one operating rhythm, and the acquired teams working as one business.
Part-time operating leadership, working inside the business rather than advising from the side. Also open to non-executive director roles.
Pick one high-volume process. We rebuild it around AI with your people and measure it before and after. You get a number, not a demo.
Every engagement starts with three weeks talking to your leadership and the people doing the work, then a written plan and a working session with your leadership team. Fixed fee, agreed up front.
Three weeks, €12,500, fixed. See the diagnostic.For a global pharma company, I owned global delivery of a five-year, $350M programme across 50+ markets, with a team of 600+. We built the data baseline the client didn't have, rationalised a tech stack that had been bought but not used, stood up teams market by market, and ran a value realisation office to prove the savings. $100M in hard savings was delivered by year four, with further cost avoidance on top, and content reuse rose from 6% to 70%. The technology moved from adoption to automation to AI.
At CreativeDrive, as Chief Growth Officer, I executed and integrated five acquisitions across the UK, US and Costa Rica, helping take the business to $110M revenue and a sale to Accenture.
Two exits: I co-founded Hogarth Worldwide, acquired by WPP, and was Chief Growth Officer at CreativeDrive, acquired by Accenture.
At eg+ (Omnicom), I merged nine production units into one commercial business. No clients were lost, and revenue grew 25% in year one.
Operating partners and CEOs at PE-backed groups in Ireland and EMEA. You have closed two or three bolt-ons, they still operate separately, and hiring a big firm to join them up is not the answer.
Commercial, digital and data leaders in pharma, life sciences and complex regulated enterprises: the person who owns the budget and has to stand behind the outcome when it is audited. If AI has to survive contact with an inspector, this is the work.
This site is the working draft of a book, written in order and in public. Batch Record is the weekly newsletter on the operating conditions behind AI programmes that deliver. If the argument lands, the conversation is easy.
Email me the workflow that is stalling, or book a 30-minute call. Within that call, I'll tell you whether there is a number in it.
EMAIL MARK