Why I Left Consulting to Teach AI
I spent years building slide decks about transformation. Then I decided to actually do it.
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The short version
I loved the problem-solving. I didn't love the delivery format.
Consulting taught me how to think — how to break any problem into pieces, pressure-test assumptions, and communicate a recommendation in 30 seconds or 30 pages. That part was invaluable.
But somewhere around my hundredth slide deck, I realized I was spending more time presenting solutions than building them.
What changed
AI changed the math. Suddenly, a single person with the right tools could do what used to take a team of five and a six-month timeline. I started building — automations, workflows, small products — and the gap between "strategy" and "execution" collapsed.
That's when I knew: I didn't want to advise anymore. I wanted to teach people how to close that gap themselves.
What I do now
I help people and companies actually use AI. Not the "let's have a workshop about ChatGPT prompts" kind. The kind where you walk away with something working.
If that sounds interesting, let's talk.