Selected work: Bentinck Street

Global insurance brokerage

United States · Global

The situation: A global marketing organisation with twenty-plus AI initiatives across seven regions, and no reliable way to say which of them mattered.
The constraint beneath it: Initiative volume had outrun the decision system. Nothing decided what deserved to exist, so everything did.
The intervention: An operating model, governance rubric and change programme for the whole portfolio, giving the leadership a way to fund, challenge and stop initiatives on stated grounds.

South Asia

The situation: A diversified group's annual planning cycle, running on assembled spreadsheets and assertion.
The constraint beneath it: Plans arrived at the board as positions to be defended, not evidence to be examined. Challenge was social rather than structural.
The intervention: An AI layer over the group's business planning: structured challenge of every business unit's plan, financial reconciliation, live cashflow scenarios and board reporting, with every target and every decision kept in human hands.

United Kingdom · EU

The situation: A governance, risk and compliance practice advising institutional clients across London and the EU, whose operational-risk guidance reached those clients as reports and periodic reviews.
The constraint beneath it: Operational risk is taken in the flow of work, so guidance that arrives in a document arrives after the decision it was meant to shape. Generic guidance compounds it: a recommendation that does not derive from an institution's own policies reads as somebody else's opinion.
The intervention: Platforms built for the practice to serve its own clients, putting operational-risk recommendations at the point of use and deriving each one from that client's internal policies, data practices and ways of working.

Mexico

The situation: A large fund whose fragmented systems produced numbers its leadership could not fully trust.
The constraint beneath it: Operating decisions were being taken on reconciliations nobody could stand behind.
The intervention: Group-wide modernisation and value-unlock diagnosis: fragmented systems brought to trusted numbers and operating leverage.

Global

The situation: Payments and remittance infrastructure spanning thirty-seven countries: the systems through which money actually moves.
The constraint beneath it: Institutional standard was not optional; the infrastructure had to be built and governed to survive regulators in every market it touched.
The intervention: The infrastructure built and governed to institutional standard across all thirty-seven markets.