Work
I help owners and executive teams settle how AI is used in their company and put those rules in an organizational constitution. I work as an independent advisor: I prepare and facilitate, and you decide. Responsibility for how you use AI stays in your company.
Everything on this page runs online, by video and on data you already have. Prices are in euros and exclude VAT where it applies. Each offer says what it cannot do, because that is the part you should know before you book.
Annual mandate
An organizational constitution for working with AI, in one year
You sort out decision rights, checks and rules for working with AI and put them on record. After twelve months your own people run it.
What usually happens. Many programs have picked up AI functions in recent years, often with an update and without a decision. They pre-sort applications, suggest answers or rank bids. Your executive team answers for that use even if nobody ever decided on it. An AI policy rarely covers this. It says what is allowed and leaves open who approves a use, how much time the checking gets and what happens when a vendor changes its model.
AI literacy. Under the EU AI Act, companies that use AI take measures that support their staff's AI literacy, with no fixed level per person. In the mandate you see whether the people who take over AI results know what applies and have time and authority to check them. That tells you more than a count of training hours.
Before it starts. Two free steps show whether the mandate fits. The Free Organization Twin shows how your management system works and whether anything in your organization stands in the way of clear AI rules. The white paper gives you ten questions to test your rules. We put both side by side in a Clarity Call, and then you decide.
What happens. The year has four stages, all by video.
- Months 1 to 3, inventory. We list your programs and your existing rules. Your leadership team picks three to five AI uses, and your people count at those points for two weeks.
- Months 4 to 6, rules. In three workshops your leadership team settles what AI may do, who approves it and what applies to AI agents. Your lawyer reviews the proposal, any works council gets its say, and you adopt the constitution.
- Months 7 to 9, rollout. The people you named take on their tasks. We ask your vendors about model changes and liability, and your people count again.
- Months 10 to 12, handover. You change one article by the agreed route to try it out. A person you named runs the quarterly review.
You also have two hours with me each month for decisions on AI and your rules.
What you will have at the end. A list of every program with an AI function, what it prepares or decides and who is responsible for it. A time check that shows whether there is enough time to review the results of your main AI uses. An adopted organizational constitution with hard limits, decision rights, rules for AI agents and a route for changes. A quarterly review your company runs on its own, and two reports for your advisory board.
What it cannot do. I do not check individual AI results or people, I approve nothing, and I do not confirm legal compliance. This is neither an audit nor legal advice. Responsibility for your decisions stays with your executive team. Whether you keep to your rules depends on your company, and the quarterly review shows you where that is not yet working.
What I need from you. A list of your programs, your existing rules, your contracts with AI vendors and your people's counts. I do not need personnel files, customer data or access to your systems. I analyze your documents on my own computer only.
| Scope | Price |
|---|---|
| Mid-sized: leadership team of up to 7, three workshops, three to five AI uses | €48,000 (≈ US$53,730 at today's ECB rate) |
| Extended: up to 12 people or several sites, five workshops, up to eight AI uses | €68,000 (≈ US$76,110 at today's ECB rate) |
| Group: business units or several holdings with a shared calendar | from €96,000 (≈ US$107,450 at today's ECB rate) |
Paid in four quarterly installments. After month 3 you can stop and pay only the first installment.
Way in
Checking Load Assessment
Two numbers that have never been side by side in your organization, and a list of functions nobody decided on.
What usually happens. More arrives at your review desks than eighteen months ago, and the hours there have not changed. Somewhere a software update added a function that pre-sorts, scores or ranks. It was in the release notes, and nobody reads release notes. The difference between what arrives and what can seriously be checked lands on whoever signs, usually without anyone deciding that it should.
What happens. We pick two to four decision routes, typically purchasing, incoming invoices, hiring or service tickets. You export data your systems already hold: approval logs, ticket histories, change logs. The analysis measures throughput per review point today and eighteen months ago and the change rate, meaning the share of cases where the review altered anything. It also calculates the time per item, assuming six focused hours a day. That figure shows how much time there is on paper, and whether it is enough depends on how hard the case is. In parallel, eighteen months of release notes across your business systems are read for one question: which function that sorts, scores or ranks arrived unnoticed? The machine proposes candidates; I decide what holds, and the report states how many hours of my reading that took. We close with a 90-minute review of the results.
What you will see for yourself. The number pair for each review point, the change rate, the list of embedded functions with the date they appeared, and the lines where ownership and pace do not fit. A change rate close to zero is a reason to look closer and does not settle anything yet. It can mean good work before the review or too little time for the review. The report names the review points where your people should take a sample to find out.
What it cannot do. It shows where the checking load lands. It does not tell you whether your organization should carry it; that is a value decision and it stays with your leadership team. And it depends on what gets logged. Where a decision route leaves no trace, the measurement finds nothing, which is a finding in itself, just rarely the one you ordered. Phone calls and corrections made before the formal approval are missing from the data too, so in the review call we read the numbers against what you know from daily work.
Duration: two to three weeks. Your effort: half a day for the data plus two video calls.
| Scope | Price |
|---|---|
| Compact: two decision routes, inventory of embedded functions, report, review call | €3,400 (≈ US$3,810 at today's ECB rate) |
| Extended: four decision routes, plus a pattern check of approved against rejected cases | €5,900 (≈ US$6,600 at today's ECB rate) |
| Recurring: the same measurement every quarter; the scope and mapping are in place after the first run, so after that you only send the same exports for the new quarter | from €2,200 per run (≈ US$2,460 at today's ECB rate) |
The method is laid out in Cheap to Make, Costly to Check. No personal performance data is analyzed; the evaluation refers to cases and review points, not to people.
Way in
Management Baseline
An evidence-based picture of where your management system stands, benchmarked against 458 organizations.
What usually happens. Decisions about structure and strategy are made on the picture that was reported upward. That picture is rarely wrong in its details and often wrong in its proportions.
What happens. Your leadership team answers a focused online survey, about thirty minutes per person, available in English, German, French, Italian and Spanish. The results are condensed into an Organization Twin report: master control index, maturity level, the performance triangle of people, work and organization, a leadership scorecard and return on management, ranked against the 458 organizations of the Patterns of Mastery study. We then go through it together in a video review.
What you will see for yourself. Scenes from your own organization in the report that nobody ever reported to you.
What it cannot do. It tells you where you stand. It does not tell you whether you would hold up under the next serious strain. For that, the Checking Load Assessment or a stress test of your leadership system is the next step.
Duration: about three weeks.
| Scope | Price |
|---|---|
| Team: up to 7 leaders, report with benchmark, 60 to 90-minute review | €2,900 (≈ US$3,250 at today's ECB rate) |
| Company: up to 12 leaders, extended benchmark, recommendation, follow-up questions | €4,200 (≈ US$4,700 at today's ECB rate) |
| Larger leadership groups and business units | from €6,900 (≈ US$7,720 at today's ECB rate) |
Project
Organizational constitution
Your open questions turned into written rules: a few hard limits, clear decision rights, rules for AI and AI agents, and a route for changing them.
What usually happens. Workshops and coaching often end with a map of open questions. What applies when two values collide? What may a program do on its own? The questions are good ones. In a real conflict, though, each leader answers them alone, usually with the value that suits their own position.
What happens. Over three video workshops of 90 to 120 minutes, your leadership team settles the hard limits nobody negotiates, an order of priority for conflicts and who decides at which level. You also settle what a program may prepare, what it may do on its own and what a person decides, including who approves a use and who ends it. The last part is the route for changes: who may propose one and who decides. I write the proposal between the workshops, and you get one round of feedback on the text.
What you will have at the end. A written organizational constitution that belongs to you, with hard limits, an order of priority, decision rights, rules for AI agents and a route for changes. It takes account of any works council's rights, and your lawyer checks that before you adopt it. Where there is none, it describes a procedure that gives employees a real say. You also get four decision tools your leadership team can use in meetings without me.
What it cannot do. A constitution replaces neither a works agreement nor your articles of association, and this work is not legal advice. Where it touches legal rights, your lawyer reviews the proposal before you adopt it. It also only counts if people use it. You'll see that in the first year, when someone invokes the route for changes and you find out whether it works.
Duration: four to six weeks. Your effort: three workshops and one round of feedback, plus a fourth workshop if you have a works council.
| Scope | Price |
|---|---|
| Compact: no works council and a simple legal form | €9,800 (≈ US$10,970 at today's ECB rate) |
| Extended: a works council, collective agreements or a multi-tier legal form, with a fourth workshop | €14,800 (≈ US$16,570 at today's ECB rate) |
| Group: several legal entities, group or franchise structures | from €24,000 (≈ US$26,860 at today's ECB rate) |
In the annual mandate, the constitution is one part of the year, together with your list of AI functions and a quarterly review your company runs on its own.
Virtual Keynotes
Talks for online events and internal leadership meetings, 40 to 60 minutes including discussion, on the checking load and organizations under AI, on why management innovation is harder than it sounds, and on what organizations actually know about themselves. A short survey of the audience beforehand is possible.
| Format | Price |
|---|---|
| Online talk, up to 50 participants | from €2,000 (≈ US$2,240 at today's ECB rate) |
For smaller organizations, associations and nonprofits, tell me your budget.
Start free
Free first steps
- AI Impact Simulation: four questions show how AI shifts work and decisions in a company in your industry, stage by stage, and which worksheet to start with. About three minutes, no sign-up. Start the simulation →
- White paper: ten questions AI asks of your rules, each with a measure. Free as a PDF, no sign-up. Read it →
- Free Organization Twin: a self-assessment of your management system with a benchmark, in about twenty minutes. Start the Free Twin →
- Clarity Call: 45 minutes by video to find out whether any of this fits your situation. Book a Clarity Call →
Free
Ten hacks for organization and AI
Small steps for executives and managers, one from each area. Under each one is the effect you'll notice right away. All 100 hacks are on the companion site of the book series “Organization under AI”.
- 1
One name per tool
Every AI tool in the company has a person who answers for how it is used.
You'll notice: When someone asks “Who approved this?”, the answer comes within five seconds.
- 11
Savings net of checking time
Time saved with AI is reported only after the checking time has been deducted.
You'll notice: The slide with the big savings turns into a figure you can plan with.
- 25
Who may reopen it?
For every change you decide who may reopen it after launch.
You'll notice: Objections after go-live reach someone who can actually change something.
- 33
A calendar check
AI goes through the calendar and shows which recurring meetings produced no decision in four weeks.
You'll notice: Two recurring meetings disappear in the first week.
- 41
Keep what long-serving people know
Before someone leaves, an experienced colleague spends an hour describing where the errors tend to hide. AI turns it into a checklist.
You'll notice: Those who stay know what to watch for in AI results.
- 55
Cuts only after proof
Headcount is only adjusted once the new system has been shown to work.
You'll notice: Those who stay don't have to take on their former colleagues' work and the AI checking at the same time.
- 67
Exceptions with an end date
Every exception to a rule gets an end date.
You'll notice: Exceptions don't turn into quiet permanent rules.
- 74
Protect learning tasks for newcomers
Some of the tasks on which newcomers learn their craft are deliberately kept with people.
You'll notice: Five years from now there are still people who can judge AI results.
- 86
Share your own AI mistake
At a team meeting the manager talks about an AI error they missed themselves.
You'll notice: Others report their mistakes earlier.
- 94
Plan the way back
Before the old process is switched off, it's settled how you switch back to it in an emergency.
You'll notice: If the tool fails, operations keep going.
On-site workshops and engagements are available in German-speaking countries only. Deutsch