AI strategy, change management, and custom AI systems
New York Strategy provides a fractional Chief AI Officer to companies of ten to two hundred people: one accountable senior executive who sets the AI plan, controls the budget, manages the change for your staff, and leads the team that builds the systems. This page explains what that covers.
What your Chief AI Officer is responsible for
These are executive responsibilities, not project tasks. They cannot be handed to a vendor, which is why a report from a consultancy is not a substitute for someone in the role.
01
The AI operating plan
A ranked, costed sequence of what AI should and should not touch in your business, with the reasoning attached, reviewed on a cadence rather than written once.
02
Budget and running costs
What each system costs to build, what it costs to run every month, and which vendor contracts to sign, renegotiate, or walk away from.
03
Accountability for delivery
One person is accountable for the result. Your Chief AI Officer does not hand you a recommendation and leave; they are still there when the system goes live and when it needs to be changed.
Areas of the business we work in
AI affects more than one department, and a plan limited to a single department is usually the one that stalls. Your Chief AI Officer looks at the whole business.
- Operations
- The repetitive work that grows with headcount instead of revenue: quoting, scheduling, intake, reconciliation, reporting.
- Marketing
- Production capacity and targeting, measured against pipeline rather than output volume.
- Financial management
- Forecasting, margin analysis, and the month-end close, built on data that reconciles.
- Customer service
- Response time and personalisation, without handing your customers to a bot that cannot resolve anything.
- Your staff
- Whose job changes, who gets trained, who owns each system after we step back, and what the company is told before anything ships.
- Data and engineering
- Pipelines, integrations, and the production systems underneath all of the above, built by the same team that planned them.
Our technical capabilities
A plan is only useful if it can be built. These capabilities are in-house at New York Strategy, so the people who plan the work are the people who deliver it.
- Human-centred discovery
- Business-case and sequencing
- Data engineering and pipelines
- Machine learning and MLOps
- Full-stack application development
- Change management and training
One hour · No cost
Not sure where to start?
Most companies are not. You leave with your three biggest automation candidates, ranked, and a straight answer on whether a diagnostic is worth your money.
ramy@nystrategy.com