I help leaders understand emerging technologies, make better decisions, and lead organizational change. My executive education combines research, cases, simulations, and practical workshops, tailored to the challenges participants face in their own organizations.
Explore topics for executive briefings, workshops, and custom programs. Sessions are adapted to the audience and the decisions they face.
Understand AI capabilities and limitations, assess business applications, and ask useful questions of vendors and technical teams.
AI foundations sessions for Liberty Mutual and the PAC AI Pathways program.
Identify valuable use cases, assess how AI changes competition, and prioritize investments.
AI value proposition workshops with IESE and strategy sessions for Liberty Mutual and executives in Cyprus.
Define an agent’s purpose, redesign a workflow, and specify the instructions, information, and oversight it needs.
Agent design workshops and the PAC AI Pathways program. Outcomes range from a design blueprint to a working agent, depending on the session.
Decide how to divide work between people and AI, redesign professional roles, and retain human judgment.
Human-AI collaboration simulations with IESE and professional-role redesign workshops for Liberty Mutual.
Challenge an AI-generated recommendation, evaluate the evidence, and make decisions under uncertainty.
The U.S. Army LAND program and critical thinking and AI verification sessions in PAC AI Pathways.
Assess whether an AI system fits the real-world problem, its operating context, and the needs of the people affected by it.
Participants assess an AI use case and identify what needs testing, oversight, or redesign.
Drawing on my research with Barbara Wixom and Ida Someh, published by MIT Sloan’s Center for Information Systems Research.
Assess organizational readiness, build adoption, and connect changes in technology to changes in work.
Organizational impact and generative AI readiness sessions for Amazon Web Services Brazil.
Examine how algorithms shape supervision, incentives, and performance evaluation, and determine where managerial judgment belongs.
The Algorithmic Management session for executives in Cyprus, with examples from Uber and Bridgewater.
Connect technology choices to changes in strategy, work, and organizational capabilities.
Understand competitive disruption, platform economics, and strategic responses.
Develop the practices, governance, and decision habits that turn data into business value.
Build a culture of learning, experimentation, and adaptation.
Programs anyone can enroll in, run through University of Miami Business School Executive Education.
Work through a shared business scenario using Claude chat, Cowork, and Claude Code, then plan an agent for your own work. A paid Claude plan and advance setup are required.
A joint certificate with IESE Business School. I deliver two of the sessions: a workshop on where AI creates value in your own business, and a live human-AI collaboration simulation.
Eight modules that run from AI foundations to leading an organization through AI change. You leave with a written AI playbook for your own organization.
Scheduled engagements, with the sessions I deliver in each.
Program details and registration →
AI Value Propositions Workshop
Where AI creates value for a business and where it does not: participants work their own organization’s use cases from capability to value proposition, then rank them.
Human-AI Collaboration Simulation
Teams work a live business problem with generative AI at the table and see for themselves where delegation helps, where it misleads, and how to design the collaboration rather than leave it to chance.
My executive education record, with the sessions I delivered in each program.
Every Leader is a Data Leader: Becoming an Informed Skeptic
Case, then workshop. Small groups work a data-driven decision in a business they do not know, using only the data and an AI assistant, then present the recommendation to the people who do know it. The point is the debrief: what a pure data read gets right, what it misses, and why a data-driven decision culture is not a purely data-driven decision process.
Leveraging Analytics: What Analytics Actually Covers
Six capabilities that get called analytics, from automating a task to predicting an outcome. They solve different problems, cost different amounts, and fail in different ways.
Every Leader is a Data Leader
Three tensions a data-driven organization manages rather than solves: trust the number or ask what it misses; let the data lead or let judgment lead; let the analysis speak or own the call.
Deciding in the Dark: Data-Driven Judgment Under Uncertainty (simulation)
The facts arrive in pieces, some of them wrong, and the team has to decide before it knows which ones hold up. The debrief compares how the teams decided with how doctrine says they should.
Leading with Analytics: Making Data-Informed Decisions Under Pressure (simulation)
Teams run a business from a dashboard, an income statement, and pricing data across several rounds, and learn to find the one fact that decides the call.
Becoming an Informed Skeptic: Generating Decisions with AI (workshop)
Teams generate a recommendation from a dataset with an AI assistant, then defend it in front of the room. Prepare the AI, sort the data, ask the right questions, validate against error and flattery, and own the decision.
From Insight to Impact: Strategic Storytelling with Data (capstone, co-taught with two guest faculty)
Turning an analysis into a recommendation that a decision-maker can act on: what the data says, why it matters, and what to do now, told differently to three different audiences.
Disruptive Innovation and Agile Leadership (workshop)
The Google case and the sustaining-versus-disruptive frame, applied to the organization’s own technology bets, then a single-round agile sprint on a realistic scenario: design an AI agent for recruiting and onboarding.
Becoming a Data-Based Organization
The Digital Density frame and the Microsoft case: how a large organization rebuilt itself around data, and what that asks of leaders who do not own the data function.
Problem Solving with AI and AI Agents (workshop)
Roles as systems of tasks and the automate, augment, authenticity frame; hands-on exercises with current AI tools; then assistant versus agent, the anatomy of an agent, and each participant designing one for their own work.
AI Agent Development: Build Your First AI Agent
Leaders with no technical background design one AI agent for their own work on an eight-field design canvas, pitch it, and leave with a blueprint their IT team can build from. Details on the workshop page.
Week 1: AI Foundations and Defining Your Project
Generative AI as pattern recognition at scale, the Cognitive Ladder, the three modes (automate, augment, authenticity), and each participant’s own project for the six weeks.
Week 2: Designing an AI-Enabled Venture
Where a venture sits in the AI stack, and an AI-native business model on the Business Model Canvas.
Week 3: Decision-Making with Intuition, Data, and AI
The three-step decision play: gut read, data and AI read, blended call, run on a real decision.
Week 4: Critical Thinking and AI Verification
Four failure modes (hallucination, sycophancy, bias, stale knowledge) and a four-technique verification toolkit, written into personal rules.
Week 5: AI Agents and Workflow Design
Generative versus agentic AI, the five-component agent canvas, and a first working agent.
Week 6: Build Your Agent Fleet
A personal AI chief of staff with a first specialist subagent, and a 30-day plan to keep using it.
Module I: Re-Architecting Workflows, AI-Augmented Legal Practice
Thinking in affordances: matching AI tools to the jobs to be done in a practice, and redesigning the workflow around them rather than bolting a tool onto the old one.
Module IV: AI Tool Selection Simulation and Scenario Exercises
A nine-case simulation in which attorneys choose the right approved AI tool for each job, then scenario exercises on the professional-judgment calls that arise when they use it, with variants for five practice areas.
Man vs. Machine: Staying Human in the Age of AI (PAC Accelerate, Phoenix, April 2026)
Two 45-minute sessions. A solo round on instinct, an AI round on the phone, then a comparison of the two: where the machine helped, where it flattened the judgment.
Adapt or Die: Embracing Artificial Intelligence (PAC Virtual Series, January 2026)
An introduction to working with AI as a teammate, and the opening of the six-week AI Pathways course.
Growth Mindset: Leveraging AI for Digital Innovation (spring 2025)
A 45-minute session on treating AI as a set of reps rather than a shortcut.
Introduction to Artificial Intelligence for Business Leaders
What AI is, what it is not, and the vocabulary leaders need to run the conversation.
AI Economics and Strategy: Navigating Disruption in the Insurance Industry
A case written for the program on the innovator’s dilemma in personal auto insurance, and the economics of AI-driven disruption.
AI Market Stack: A Strategic Framework for Business Leaders
The layers of the AI market, who captures value at each, and what that means for a buyer.
Strategizing with Generative AI at the Table (workshop)
Teams run a strategy exercise with generative AI as a participant and debrief where it helped and where it misled.
Re-Architecting Professional Roles (workshop)
Roles as systems of tasks: what to automate, what to augment, and what stays authentically human.
AI Agent Innovation Workshop
From problem to pitch in four steps: define the problem, create the agent use case, assess the impact, present it for feedback.
AI Market and Strategy
What AI is and how it changes industries: the six pillars of AI and analytics, the AI market stack, and Google as a case of a disruptive force meeting its own disruption.
AI Agent Innovation Workshop
A four-step process from problem to pitch: define the problem, create the agent use case, assess the business impact, and present it for faculty feedback.
Human-AI Collaboration
Substitute or complement, professional roles as systems of tasks, re-architecting your own role, and a strategizing workshop with generative AI at the table.
Algorithmic Management
From Uber to Bridgewater: what it means to manage, and be managed, by algorithms, argued out in a full-class debate.
Develop an AI Mindset
Closing session on the habits that carry the two days into the organization.
Welcome webinar, each cohort
Faculty lead for the program: the opening live session for each cohort of the eight-week online program.
AI Live Series, six modules
AI Market Dynamics and an Incumbent’s Response (Google); AI Strategy and Economics; AI Creativity and Learning; The Impact of Generative AI on Work; Algorithmic Management; Becoming a Data- and AI-Centric Organization.
AI Value Propositions Workshop (two blocks)
An introduction to AI for business, then a use-case workshop in which participants map where AI creates value in their own organization.
Generative AI: Human-AI Collaboration Simulation (two blocks)
Teams work a business problem with generative AI as a participant and debrief where delegation helped, where it misled, and what that means for how leaders design the collaboration.
AI Masterclass
AI strategies and trends for bankers and advisors: the foundations, the terminology, and where the capabilities are heading.
Agile Workshop
A hands-on sprint on agile principles, built around working together daily across business and technology.
Business-Developer Collaboration Workshop
How bankers and developers work as one team on an AI-enabled product.
Generative AI Innovation Workshop
A jobs-to-be-done exercise: participants map a real need in their organization to a generative AI solution and pitch it.
Algorithmic People Management
How AI is changing leadership, performance management, and people development, argued through the Bridgewater Associates case.
Leadership at the Crossroads between Humans and AI (Women in Leadership, April 16)
AI as a driver of growth and innovation in media, and what it asks of leaders who must keep the human connection while adopting it.
Introduction to Artificial Intelligence for Business, AI Transformation and Leadership (May 20)
A foundation session: what AI is, how it transforms a business, and the leadership it calls for.
Generative AI Market and Strategy (co-taught)
The generative AI market, the economics of the model layer, and where value is captured in the stack.
Generative AI Innovation and Use Cases (co-taught)
From capability to use case: how organizations find, rank, and pilot generative AI applications.
Generative AI’s Organizational Impact
The transformative impact of generative AI on work, and the Bridgewater case on algorithmic management.
Becoming Generative AI Ready (co-taught)
Scaling AI and building a data-driven organization: what has to be true in data, people, and governance before AI scales.
Digital-Sustainability Transformation at The Apollo Group
The Digital Density frame applied to a hospitality and logistics business: where data and technology carry the sustainability agenda.
Leading Transformation in an AI Era: AI Strategy and Economics
The economics of generative AI and what they mean for a mid-sized company’s strategy.
Innovation track: Disruptive Innovation and Agile Leadership; Becoming a Data-Based Organization; Problem Solving with AI
The three sessions described above in their 2025 form, delivered to the April and July cohorts.
LAND track: Every Leader is a Data Leader; Data-Driven Judgment and Leading People in the Age of Data and AI; Leading with Analytics; From Insight to Impact
Four sessions across the June, August, and September cohorts, the base the 2026 program was rebuilt from.
Digital Mindset: Becoming a Data-Driven Organization (September 12, 2024)
What it takes to run a media business on data: the Digital Density frame, and the mindset shift that has to come before the tools.
Thriving in the Human-AI Collaboration Era (keynote, HR event, November 2024)
How AI changes the work of leading people, and what a human-AI collaboration culture asks of HR.
The Disruptive Economics of Generative AI
Where the value in generative AI sits, who captures it, and what the economics mean for a buyer.
Generative AI Innovation Workshop (co-taught)
Use-case generation: participants work a jobs-to-be-done canvas from need to pitch and share the results.
The Impact of Generative AI on Work; Generative AI Strategizing; Algorithmic Management
A morning in three parts: what the research says about generative AI and work, strategizing with the model at the table, and the Bridgewater case on managing by algorithm.
Scaling AI and AI Transformation
What has to be true in data, people, and governance for an organization to become generative-AI ready.
Becoming a Data-based Organization
The Digital Density frame and the Microsoft case: how a large organization rebuilt itself around data.
Building a Digital Mindset: Innovation Workshop
A short lecture on the digital mindset, then a five-step jobs-to-be-done workshop applied to the participants’ own commands.
Technology Strategy, eight modules
Vision for technology; managing cybersecurity risk; technology business cases; leading technology and organizational change; data strategy; managing artificial intelligence; platform strategy; disruptive innovation. Video lectures, readings, and live sessions per cohort.
Innovation and Transformation
A morning in two parts, innovation in the context of digitalization and leading digital transformation, built around the DBS Bank case, for the company’s Latin American country directors.
AI foundations, then the Bridgewater case
Day one on what AI is and how it creates value; day two on algorithmic management, taught through Bridgewater Associates.
Becoming a Data-Driven Organization
The Digital Density lecture, then the Microsoft case in breakouts and a four-movement classroom discussion, applied to the Army.
Building a Digital Mindset
A short lecture, then a five-step jobs-to-be-done workshop in teams.
Data-Driven Digital Transformation
How data sharing and digital density change an insurance business, built on the MIT Sloan Management Review piece on strategic data sharing.
The New Frontiers of Digital Innovation in the Age of Data, AI, and Blockchain
Strategic data sharing, AI, and blockchain as three frontiers, and what each asks of a bank’s leaders.
Digital Disruption
What disruptive innovation is and why it happens, then eight questions put to the room about Barrick itself: sensors and connected devices in the mining process, the risks of disruptive technology, the architecture and the strategic vision.
Data Sharing and Governance; From Digital Density to Digital Value (Modules II and III)
Two mornings on running an insurance business on data, with a learning journal between sessions.
Value Proposition Workshop (co-taught)
Teams build and pitch a value proposition for their surety clients.
Digital Inspiration Session (January 20, 2022)
An opening provocation on what digital change means for a spirits business, built on the company’s own strategy material.
Digital Mindset (2022 cohort)
The mindset that has to come before the tools: what a digital organization sees, measures, and decides differently.
Case-based session (2024 cohort)
Designed with the program team around the cohort’s own project workstreams: cases and discussion feeding recommendations back into the projects.
Bring a challenge your leaders are working through. I can combine topics into a focused briefing, a practical workshop, or a multi-day program built around your organization.
Participants work with cases, simulations, and their own business problems, leaving with decisions and practical work they can use.
For enrollment and program arrangements, contact University of Miami Business School Executive Education.
Programs delivered at the University of Miami, the University of Virginia, IESE Business School, NEOMA Business School, Reykjavik University, the University of Göttingen, and the University of Cologne, in addition to custom corporate engagements with multinational organizations and government clients across North America, Latin America, Europe, and beyond.