VP & Senior Partner · IBM VP Technology Strategy · TIAA VP Governance · PNC / BNY Mellon GAICD · Australian Institute of Company Directors Board Member · StrandSense AI MBA · University of Pittsburgh VP & Senior Partner · IBM VP Technology Strategy · TIAA VP Governance · PNC / BNY Mellon GAICD · Australian Institute of Company Directors Board Member · StrandSense AI MBA · University of Pittsburgh
Independent Executive · Board Advisor · Interim Executive · US & Australia
Kwafo Ofori-Boateng

I step in when things that looked sensible on paper stop working.

AI programmes that do not land. Transformation that keeps moving without resolving anything. Integration that creates drag instead of value.

Interim CIO/CDO  ·  Operating Model  ·  Post-Merger Integration  ·  AI

Request Diagnostic See How I Work
Available globally · US, UK, Canada, Australia
Kwafo Ofori-Boateng

I usually get called after the money is spent and the commitments are made, when momentum is no longer translating into progress.

Board pressure rising while delivery slows. AI becoming a budget line without becoming business value. Transformation generating activity without clarity.

These are intervention points.

Where I Usually Get Called

Not at the beginning.
Usually in the middle.

The strategy is already approved, but the organisation cannot translate it into operating reality.
The work is active, but ownership is diffused and the commercial result is getting harder to see.
Leadership knows the issue is structural, but the system is too loaded to reset itself from inside.
Everyone is busy, but no one is really holding the whole thing end to end.

That is usually the moment where an operator is more useful than another plan.

What That Tends to Involve

The patterns are different.
The underlying failure mode is often the same.

AI is funded, discussed, and highly visible, but still not changing the economics of the business.
The missing piece is rarely ambition. It is usually governance, operating design, decision rights, and execution discipline.
AI to P&L
Transformation exists as programme activity, but the enterprise feels more fragmented, not less.
The issue is not whether work is happening. It is whether the work is being organised into a controllable system.
Operating Model Reset
Integration was supposed to unlock value, but coordination cost, ambiguity, and drag are swallowing it.
At that point, the organisation does not need more slides. It needs tighter operating grip, clearer architecture, and intervention.
Post-Merger Execution
How I Work

Three phases.
Each with a defined output.

Phase 01
Weeks 1 to 2  ·  Rapid Diagnostic
Diagnose where value is being lost

Week one: decision rights mapped, blocked decisions identified, value loss points isolated. Week two: intervention priorities defined, leadership aligned.

→
Phase 02
Weeks 3 to 8  ·  Operating Model Reset
Redesign how the organisation actually works

Governance, decision velocity, accountability, and AI integration redesigned and stabilised.

→
Phase 03
Ongoing / Interim  ·  Execution Stabilisation
Close the gap between strategy and delivery

Embedded at CIO/CDO level. Execution gaps closed. Initiatives tied to commercial impact.

Implemented with the leadership team, not delivered as a report. Time-bound, outcome-driven. Entry and exit criteria defined at the start.

Impact

Results stated in context,
not as metrics in isolation

Situation Intervention Outcome
Fragmented governance and unclear decision rights across a major financial institution Redefined accountability, decision rights, and operating cadence across business and technology 65% reduction in unplanned IT initiatives within six months. Awarded Best IT Governance recognition.
AI and digital investment generating activity but no measurable commercial impact Introduced P&L-linked ownership, commercial metrics, and decision pathways for AI initiatives 330% revenue growth over four years leading IBM’s global front-office transformation for banking and financial markets
Transformation programme active but not delivering credible board-level outcomes Stabilised execution, clarified accountability, and re-anchored delivery to economic outcomes Board and executive confidence restored. Programme re-established as credible strategic investment.
Perspectives

Thinking designed to change
how you see the problem

All Perspectives
Leadership & AI · February 2026
The knowledge hoarder is obsolete. Judgment is the scarcity.
For decades, knowing things was a competitive advantage. AI has made knowledge a commodity. What it cannot yet replicate is the capacity to decide wisely under genuine uncertainty.
→
Financial Services · November 2025
The banks optimising the wrong layer
Most financial institutions are using AI to do existing things faster. The ones that will matter are using it to become something different.
→
January 2026 · Co-authored · ThinkAdvisors
2026 Global Outlook for Financial Services
The macro forces reshaping financial services, regulation, AI, and the cost of delayed transformation.
→
Request a Diagnostic Conversation

This conversation is for CEOs, CIOs, and Boards dealing with:
situations where the cost of inaction is already visible.

Stalled or underperforming transformation
Significant AI investment not delivering measurable commercial return
Visible delivery or governance breakdown under executive or regulatory scrutiny

If there is a material issue, the next step is a focused intervention. Not a general advisory engagement.

Not an introductory call. A structured assessment for leaders who already know something is wrong.

Request Diagnostic

Only relevant if the situation is consequential. If it is, it is worth 30 minutes.