The session after the applause.
A keynote moves a room for a week. What changes a quarter is the working session where your own people name what is actually blocking them — and leave with it written down and owned.
Two years ago organisations booked AI talks because nobody knew what was coming. That question is answered. The one that replaced it is harder: the tools are bought, the programme has a steering committee, and adoption is a fraction of what the business case assumed.
That gap is rarely a technology problem. It is usually four or five specific frictions — a workflow nobody redesigned, a data-protection question nobody closed, a middle-management incentive pointing the other way, a pilot that proved something nobody needed. They are knowable in an afternoon by the people who live with them, and almost never written down.
The formats below are built to get them written down, ranked, and assigned — with someone in the room who has shipped this under GDPR and clinical scrutiny and can tell you which of your worries are real.
Keynote + working session
The keynote in the morning, ninety minutes with twenty to thirty of your leaders in the afternoon. One date, one trip, two effects.
Leadership workshop
Half or full day with one leadership team. Written pre-work, live diagnosis, and a summary from me afterwards.
Quarter programme
Three touchpoints across a quarter — diagnosis, workshop, ninety-day review. A small number of these per year.
What a working session actually looks like.
Pre-work, one week out
Six questions to each participant, answered in writing. I read all of them before I arrive, so the session starts at the real disagreements instead of spending its first hour finding them.
Open: the honest map
Twenty minutes. Where AI is genuinely working in your organisation, where it is theatre, and where nobody can tell. Named, not scored.
The bottleneck pass
The core of it. Your people surface what blocks adoption in their own area; we sort the list into what is a tooling problem, a process problem, a permission problem, and a leadership problem. Most groups are surprised by the ratio.
Pressure test
I argue against the top three, hard, using what has actually gone wrong in hospital deployments. What survives that is worth your quarter.
Close: who owns what by when
A one-page plan with names and dates on it. You keep it. I send a written summary within five working days, including the questions the room could not answer and what I would do about them.
It has become clear to me that we all need to hear this to understand how we need to work differently going forward.HR leaderSwedish medtech multinational
Sven really brings fresh solutions to old problems. You can see he is pushing AI to its edges for very pragmatic problem-solving.Fund managerPrivate equity
An intelligent mix of practical examples and scientifically grounded knowledge — refreshing.SVPRoche Diagnostics Germany
Add a working session to a date you already have.
If a keynote is already booked, the afternoon session needs no extra travel, no second venue and no separate approval cycle. It is the cheapest thing on this page to say yes to.