164 posts tagged with "Playbook"

One of the most important responsibilities of an Executive Data and AI Leader in a Big Four firm is to shape major client opportunities.

A Big Four firm should establish a regional Data & AI Centre of Excellence to coordinate how Data and AI transform internal operations, embed into client services, convert into scalable commercial propositions, and operate under trusted governance—without becoming a disconnected innovation laboratory.

Information security for AI should not exist as a pile of threat models, vendor questionnaires and one-off pen tests. ISO/IEC 27001 establishes an organisation-wide Information Security Management System—scope, policy, risk assessment, control selection, operation, audit, management review and continual improvement—so confidentiality, integrity and availability remain enforceable when models, retrieval systems, agents and suppliers change.

A me-too business model is a lost opportunity. For startups, the model is not an afterthought to the product — it is often as disruptive as the technology, and more durable when incumbents cannot copy your DNA.

Raising money is like sex, relationships, and money itself: people want to know about it, few talk openly about it, and it can get unnecessarily complicated. It need not. The real work is deciding whether you should raise at all — then building a trajectory that keeps you funded until the company can stand on its own.

You can hire the right team, sharpen a value proposition, and paint a bold vision — and still fail if you never connect with customers in a repeatable way. Go-to-market is where execution either compounds or collapses.

The question people ask most is “How can I be as successful as you?” The better question is personal: have you got what it takes — for the problem you care about, over a multi-year journey, when the path is not a textbook?

You are what you hire. Every person is a Lego block in the company you are building — additive or dilutive. There is no sideline version of this sport.

Hiring is the number-one practical challenge startups report: not only finding the right people, but making sure those hires stick. A “great” resume that leaves in six months was never the right fit — and the cost of that mistake compounds fast when you are five people and just lost 20% of the company.

You think you know who your target customer is. The harder question is: how do you actually find them and start a conversation?

Strategy advice already exists — do things that don’t scale, founder-led sales, charge for the product. This article is about the tactics of getting customers 1 through 10.

The pitch is not a performance class. It is a framework for whether a VC will take the next step with you — and, more importantly, a window into what they are evaluating while you talk.