Twelve years in professional services — currently leading commercial architecture at a large consulting firm, previously in deal structuring and post-merger integration at a global consultancy.
Most of my work sits at the intersection of pricing, deal governance, and operating cadence: how a business decides what to sell, how to price it, how to know if a deal is good, and how the commercial system keeps its shape as the business scales.
Lately I've been thinking about what happens to all of this when the underlying services become AI-native — where pricing power concentrates, where margin compresses, and what commercial infrastructure needs to look like on the other side.