Work

Representative decisions I have helped leaders examine.

One public flagship study and selected confidential engagements show how I frame consequential questions, connect the evidence, and clarify the implications.

01 · Global AI research

How ready were enterprises to turn AI adoption into scalable value?

The decision or strategic challenge: Give business leaders an evidence-based view of where enterprise AI adoption was advancing and where organizational readiness remained incomplete.
Evidence and approach: 655 business leaders at large organizations across eight countries.
My role: Led the Method Communications research contribution and the survey research and narrative for Chapter 1.
Decision implication: Adoption alone could create false confidence; scalable value also depended on strategy, infrastructure, data, talent, security, and policy.

Read the full case study

Selected confidential engagements

Organized around the decision—not the research method.

Client identities and confidential details are withheld. The descriptions below state only the verified scope, approach, role, and type of decision supported.

02Confidential · Gaming

Cloud gaming market opportunity and go-to-market research

The business decision: How should a major gaming company evaluate and approach the shift to cloud gaming?
Evidence or approach: Market opportunity and go-to-market research.
My role: Research and strategic synthesis connecting market evidence to the commercial question.
Decision supported: Market opportunity and go-to-market planning for the shift toward cloud gaming.

03Confidential · Entertainment

Entertainment innovation operating-model research

The business decision: How should an entertainment company organize innovation, evaluate technology, and work with external partners?
Evidence or approach: Eight expert interviews and secondary research covering team structures, collaboration, technology priorities, innovation processes, and partnerships.
My role: Structured the benchmark, connected evidence across operating models, and translated it into decision implications.
Decision supported: A structured view of operating-model choices and implications for future research and development engagement.

04Confidential · Emerging technology

Commercialization assessment for facial-capture technology

The business decision: Which use cases, providers, and adoption conditions represented credible commercialization opportunities?
Evidence or approach: Secondary research and six expert interviews examining providers, use cases, adoption barriers, and opportunity areas.
My role: Framed the assessment, integrated expert and market evidence, and developed the provider and opportunity view.
Decision supported: Prioritization of plausible use cases and the market conditions that would affect adoption.

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