A regular conversation about what AI changes in your business, and in your own role
Ongoing advisory and coaching for CEOs, founders, managing partners and senior executives who want a thinking partner as AI changes their customers, work, offerings and own leadership.
Five questions I ask about any AI change
The requirements should follow the risk.
The questions reach across the whole business.
One week it is what your team can now build for itself. The next it is what customers will still pay for. Then a decision about data, risk, a new service, or how to lead people through a change you are still making sense of yourself.
You need room to think across those questions with someone who knows your context. Someone who can move between what the technology can actually do, what it means for the business, and what it asks of you as a leader.
Questions leaders bring to the conversations
Which parts of our offering become easier to replicate, and what will customers still pay us for?
People across the company use AI tools every day without a shared way of working. What do we allow, and who owns the output?
A team’s small AI tool has become something others depend on. Who supports it, and what happens when it fails?
A vendor offers an AI agent for our customer service. What should we find out before we sign?
What should I learn myself, what should I delegate, and what should I challenge?
How do I lead people through a change I am still making sense of myself?
A continuing conversation with real work on the table
Your role
What do you need to understand and lead yourself?
Where is your own judgment needed? What should you learn, delegate or challenge? What does this change mean for you personally as you lead through it?
Your business
Where is value moving?
How are customers changing? Which parts of your offering become easier to replicate, and where could new value, services or business models emerge?
Your operation
What should change in practice?
We look at live workflows, people and systems. What is possible now? What can be tried responsibly? Where do data, governance and accountability matter?
In practice. Confidential one-to-one conversations, with room for live questions between them. We agree the rhythm and level of access together. Team sessions or research can be scoped separately when needed.
The conversations follow your questions; there is no curriculum.
When a question needs the whole leadership team, AI potential clarification is the assignment for it. When people need to use AI well in their daily work, see AI training.
When an experiment becomes something the business relies on
How companies can make room for AI experimentation without losing controlFor me, the management question is how to give people enough freedom to find useful applications while noticing when an experiment has become something the business relies on.
When this is useful
- You want someone independent who will challenge your thinking and stay close enough to follow what changes.
- You need to connect big possibilities with the work, constraints and decisions in front of you.
- You value a relationship that can move between strategic advice, practical exploration and personal reflection.
Who you work with
I’m Jacob Top Møller. My background spans engineering, enterprise technology, commercial leadership and building teams across international markets. For the past two years my full focus has been on AI, and I have worked hands-on with current AI systems.
I have followed AI and its implications since 2010.
Full background: CVI describe my requirements in human language. Then I observe what my Wingman does.
My Wingman helps me spend my energy on valuable decisions
If AI is one question among many for you as a founder or CEO, see Executive advisory for founders and CEOs.
If you run a smaller business of your own, see coaching for self-employed people.
From my articles
If you think I could help, write to me or give me a call.
Write a few lines about what is changing for you. We can talk and see whether an ongoing advisory relationship would be useful.