AI adoption is organizational redesign.
AI changes who does the work, who reviews it, and who is accountable. Most organizations have redesigned none of the three. I help leaders and product development teams do exactly that.
Keynotes, hands-on workshops, and in-house programs on AI leadership and agentic software development — in English and Dutch, for conferences and organizations worldwide.
I build AI agent systems, and I've spent twenty years in software delivery and organizational redesign. Most people in AI do one or the other.
For leaders and executives: the decision-level view. AI changes who does the work, who reviews it, and who is accountable, and most organizations have redesigned none of the three yet. I build the agent systems myself, so this isn't secondhand: governance, collaboration models, organizational redesign, grounded in what building them actually requires.
For product development teams: the same shift, from the inside. What changes about roles, decisions, and daily work when agents do the building, role by role, not in the abstract. Delivered as keynotes for conferences and as in-house sessions for teams already using these tools who want the conversation about what it means, not another tool demo.
I don't do pure slide talks. Every session I run has a story, and an element that puts you to work: a live survey, an interactive exercise, a hands-on demo, or a full workshop format. I've facilitated this way for ten years, grounded in Liberating Structures and Training from the Back of the Room. If you want a talking head, book someone else.
“The students kept referring to the points he made weeks after the session — which is very rare in academia.”
University instructor, Prague (guest lecture Agile Project Management, 2021)
AI transformation has no endpoint. The organizations that succeed are the ones that work adaptively: short cycles, experiments, feedback, adjustment, until that way of working simply becomes how the organization runs.
Give it a few years, and nobody will say “AI-native organization” anymore, the same way nobody says “digital-native” today. It will just be how things work. Looking back, this transition period will look obvious. It's also what I've spent twenty years helping organizations build.
Nobody is the expert here — the field is too new and moves too fast. What I bring isn't final answers: twenty years of navigating complexity, everything I learn from building myself, and the willingness to share what doesn't work yet.