Running the org and building what it runs on are different jobs. I've done both. Not drawn up in a deck.
I take the product seat and run it. Permanent, interim, or fractional. Direction, ownership, and cadence, back on track. For the right company, full-time.
I rebuild how your team operates around AI, then hand it back running, with two or three of your own people trained to own it.
A scoped read of where momentum stopped and why, run with your team, not at them. I bring a position worth reacting to. They leave owning the call. Fixed fee, fixed end date.
Most teams point AI at the same workflow and get faster meetings and the same product. The ones that rebuild the workflow get a different company.
I did that rebuild on my own operating loops first. Custom agents built from scratch, access earned over time, real systems in production. That is what I bring to a leadership team.
See how the work runs →Plenty of people can build a tool now. I built the system underneath it: the memory, the trust it earns over time, the agent team that runs while I'm away. Most of what it ships isn't on this page. The apps aren't the architecture. That's the part that compounds.
Far more than a chatbot. Tiered memory, a library of custom skills, and multi-agent teams under progressive trust, running across every device and working in the background when I'm away. I'm not using AI. I'm running it.
Chatlet, a multi-tenant platform I built for spinning up branded AI concierges. Three tenants running in production, one of them on this page.
Chatlet ↗Vetting and builder agent teams that plan, build, and check each other's work, with me orchestrating. The team is the thing I built. Whatever it ships this month is the output, not the point.