Board Technology Advisor · France · EU
Using causal analysis to guide the management of disruption from Artificial Intelligence, Quantum and Advanced Security Technologies.
He has spent 30 years building and scaling technology companies. He held senior commercial roles at RiverSoft, SMARTS, and Voyence, all in causal analysis and root cause analysis, through their acquisitions by IBM and EMC. He co-founded Quantum Security Defence (QSECDEF) from a standing start to 1,200 members across 40 countries. He built H2O, the GCC's leading social data company, and helped establish Cambodia's first credit bureau alongside the IMF and World Bank that unified credit reporting for 70 banks and MFIs. He also co-founded a hospitality company from nothing to 21 properties and market leadership across Southeast Asia.
He now works where boards most often get it wrong: understanding how disruptive technology trends are going to impact your business operations.
Independent technology board positions for established companies navigating AI adoption, quantum security, and deep technology decisions.
Learn moreGovernance frameworks and executive guides created for board members making AI and quantum security decisions for the first time.
Learn moreFor deep tech and AI founders whose product is credible but whose commercial narrative is not landing with buyers or investors.
Learn moreA structured framework for boards overseeing AI deployment. Covers policy, accountability, and risk oversight.
A diagnostic tool for boards to evaluate their organisation's actual AI readiness before committing to adoption.
The quantum security transition explained for board members. What changes, when, and what decisions boards need to make now.
The EU AI Act obligations that directly affect company directors, without the legal complexity.
AI Governance
A failed AI governance audit is a specific, recoverable problem. The boards that recover well focus on causal gaps first and documentation second. Most do it in reverse.
AI Governance
Every organisation with AI in production will have an AI incident. The governance question is whether the review process exists before the incident occurs, or gets built in its aftermath.
AI Governance
Most boards think they have an AI strategy. What they have is an AI conversation that has not yet become a governance structure. The distinction matters — and the failure patterns are specific.
Board Advisory and NED Roles
No firm affiliation. No secondary interest in a follow-on engagement. Entry via a paid board assessment, then advisory board position for boards of companies navigating AI adoption, quantum security transition, or deep technology decisions without internal expertise.
Enquire about a board advisory engagementCommercial Strategy for Deep Tech Founders
The product is credible. The commercial narrative is not. Project-scoped engagements for Series A-C founders in EU and UK: repositioned value proposition, sales narrative, messaging framework, and go-to-market structure.
Discuss your commercial narrative