01
At the board
- Build AI fluency in the leadership team.
- Develop the strategy and business case.
- Shape the long-term vision.
- Set up governance and address regulation.
- Lead or oversee the AI task force.
Change agents for
the AI era.
AI is reshaping how organizations operate, compete, and create value. That makes it a boardroom issue. Yet in practice it gets pushed down to IT, marketing, or a project team, where it becomes an implementation problem without a strategy behind it.
We bring AI back to where it belongs. We join your leadership team as temporary colleagues, on a freelance basis, two to three days a week. First we build the board's knowledge and confidence. Then we lead the AI transition together. And when we leave, the knowledge stays.
What action delivers.
What waiting costs.
Organizations that take their AI transition seriously see it reflected in their numbers. Research by McKinsey among leading companies shows an average EBITDA improvement of 20%, with break-even within one to two years. These figures apply to international frontrunners — but across Dutch industry, logistics, and professional services, we see comparable patterns in organizations that move early.
Organizations that wait pay a different price:
- Shrinking margins and results as competitors become more efficient
- Brain drain as digital talent chooses employers with a clear direction
- Data risks as employees turn to consumer tools
- A growing gap that doesn't yet show up in the numbers
The business will change either way. The only question is whether you lead that change, or undergo it.
Source: McKinsey, The State of AI 2025.
The board knows something needs to happen.
But what?
2%
of Dutch board members have in-depth knowledge of AI.
50%+
of organizations have not appointed an internal owner for AI.
15%
of boards steer on AI-related KPIs.
Technology is usually not the bottleneck. The real obstacle is trust:
- The board's trust in its own ability to lead this.
- Trust in the organization's capacity to change.
- Employees' trust that the board has a plan.
Source: Deloitte, Bosio Digital, and BCG, 2025.
Our change agent: the AI Transition Officer
The success of an AI transition is 70% people and process. Only 30% technology. That success starts with one thing: ownership at the right level, backed by knowledge and a clear strategy.
That's why we created the AITO: a trailblazer at board level. The AITO starts by raising the leadership team's understanding and shaping the vision. Then turns to the organization, embedding capability where the work actually happens. Once that capability is secured, the AITO leaves.
Different from a consultant?
We sit inside your team, not alongside it.
Different from an interim manager?
We don't just fill a seat; we build one that lasts.
Our AITOs have decades of experience as directors at board level. They know how leadership teams make decisions, how responsibilities get assigned, and what it takes to earn trust. They've built and led large teams across marketing, communications, HR, finance, digital, and strategy. They speak the language of the boardroom, and of the people doing the work.
What an AITO delivers.
02
Across departments
- Identify use cases and quick wins in each function.
- Redesign and optimize processes.
- Activate and coach internal AI champions.
03
With employees
- Train people in responsible and effective AI use.
- Engage them in the transition, to build real support and momentum.
We're not afraid to roll up our sleeves. If communications is stuck or marketing is overwhelmed by the options, we step in and work alongside the team. Two to three days a week. A minimum of six months. A fixed monthly fee. No hourly billing.
A leadership team that leads.
At the end of the engagement, you lead the AI agenda yourselves, as the leadership team. With knowledge, authority, and a plan the organization understands and supports. Operational costs come down, lead times shorten, and employees win back hours for work that genuinely matters. Compliance is in place. Tooling choices are made based on what fits your organization, not on what a vendor wants to sell.
Most importantly: there is internal ownership, at the right level. A person or team that takes the baton and carries it forward. No pilots that get shelved. No strategy that only exists on paper. An organization equipped to take the next phase on its own.
We make ourselves redundant
That's not modesty. It's the model.
A consultancy earns more the longer it stays. We earn a board's trust by leaving on time. What remains: internal ownership, transferable knowledge, and an organization that no longer needs us.
An AITO who's still in the same chair after a year hasn't done the job.
Our AI transition model.
Our approach has four phases, from analysis to handover. Each phase builds on the last. After phase 1 there is a go/no-go moment: if the analysis shows you're not ready yet, we stop. No fine print. A firm commitment.
Phase 01
Analysis & Foundation
Phase 02
Strategy & Traction
Phase 03
Scalability & Culture
Phase 04
Embedding & Handover
BOARD
Strategy & Leadership
Baseline Assessment & Knowledge Building
Planning, Strategy & Governance
Vision, Culture & Engagement
Durable Leadership
ORGANISATIONAL
Operational Execution
Inventory & Commitment Building
Identification of use cases, quick wins & tools
Training, Adoption & Implementation
Optimization & Evaluation
Phase 01
Analysis & Foundation
BOARD Strategy & Leadership
Baseline Assessment & Knowledge Building
ORGANISATIONAL Operational Execution
Inventory & Commitment Building
Phase 02
Strategy & Traction
BOARD
Planning, Strategy & Governance
ORGANISATIONAL
Identification of use cases, quick wins & tools
Phase 03
Scalability & Culture
BOARD
Vision, Culture & Engagement
ORGANISATIONAL
Training, Adoption & Implementation
Phase 04
Embedding & Handover
BOARD
Durable Leadership
ORGANISATIONAL
Optimization & Evaluation
Our principles.
Transparent
A fixed monthly fee. No hourly billing. No hidden costs.
Efficient
Two to three days a week. We use AI in our own work, so we deliver more than the hours suggest. Short onboarding, immediate focus on what matters.
Flexible
Physical presence and online availability set together. What fits your rhythm fits ours.
The founders.
Raymond de Coninck
Co-founder & AITO
Raymond has spent nearly 30 years working at board and director level in marketing, communications, and digital transformation. Across family businesses and international corporates. He brings calm to complex situations, helps boards set priorities, and knows how to move teams.
Fleur Willemijn van Beinum
Co-founder & AITO
Fleur Willemijn spent more than 25 years at senior level in brand strategy, corporate communication, and organizational development, advising boards and executive teams through major change. She is the author of Think Like a Publisher. While others are still debating direction, she's already executing.
Together we've guided dozens of organizations through change, from family businesses to multinationals. We know the difference between an organization that says it wants to change, and one that actually does.
Ready to start?
A first conversation takes an hour. We'll ask the questions you, as a board, should be able to answer. And you get to ask the questions you'd expect us to answer. Then we decide together whether we're the right trailblazers for your organization.