That was fascinating. I hope you write more on this topic, it's great to get an inside view of this nascent role. It would be extremely valuable to me if you would ponder on the path to take to transition into this role as if you were to begin again now.
I can see the desperate need for product thinking to align data teams with business goals and customer needs. To be laser-focused on value.
It's a contract with companies for a set block of hours per month, typically 10 or 20. Some briefings are part of the package but if the company requests a specific topic, the prep time comes out of the block of hours.
That was fascinating. I hope you write more on this topic, it's great to get an inside view of this nascent role. It would be extremely valuable to me if you would ponder on the path to take to transition into this role as if you were to begin again now.
I can see the desperate need for product thinking to align data teams with business goals and customer needs. To be laser-focused on value.
Thank you. I will add the post on transitioning into the role to the calendar.
Are you contracting with individual companies to provide the summary/brief or send it out for free and charge for the follow up questions/meetings?
It's a contract with companies for a set block of hours per month, typically 10 or 20. Some briefings are part of the package but if the company requests a specific topic, the prep time comes out of the block of hours.
And what happens with unused hours at the end of a month?
The block is a retainer and I set aside time for each client to use.
Is it common for companies to hire multiple AI advisors to see if their output is consistent? Or do they stick to a vision of their best candidate?
I haven't seen multiple external C-level advisors. Leaders have their internal teams and lean on them too.