A Chief AI Officer, Chief Technology Officer, Head of Customer Decisioning or Chief Transformation Officer joins your organisation on an agreed number of days, holding the role and its decisions rather than advising on them from the outside.
This is not a consultancy team and not an interim placement. It is one person with the relevant delivery record, accountable inside your structure for part of every week.
The title follows your structure, whether that is Chief, General Manager or Head of. The remit is what gets written down.
Advisory board and non-executive positions are considered on the same basis: a defined remit, agreed in writing, in the areas where I have delivered the work myself.
Everything is agreed in writing before day one and reviewed at the end of every term.
I write down the remit, the decisions the role owns and who it reports to before anything else happens.
We agree the days per week, the term, whether the work is on site or remote, and how the engagement will end.
The first weeks go into understanding the function as it really is, rather than as the deck describes it.
I lead the work inside your governance and alongside your teams and suppliers, on a fixed weekly rhythm you can plan around.
Whoever holds the role next, whether a permanent hire or someone internal, starts from a running function rather than a gap.
Together we decide whether to continue, reshape or stop, and stopping is a perfectly valid outcome.
This is one executive, not a delivery team, an interim placement through an agency or a way to add capacity at a lower rate. It is limited to the areas I have delivered in myself. Decisions are taken within the agreed remit and inside your governance, and nothing outside it.
Tell me the role, the decisions it would own and roughly how much of the week it needs. If a scoped piece of advisory would cover it instead, I will say so.